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2.7 Industrial Relations

• Conflict in the workplace can emerge from differences in goals, values, personalities, or communication styles.
• Workplace conflict can occur at all levels within a business.

Reasons for Conflict in the Workplace

• Inadequate leadership and communication contributes to conflict through poor management, lack of support from supervisors, and communication style differences.
• Power struggles contribute to workplace conflict when there are struggles for influence/authority, competition for limited resources or promotions, budget constraints leading to tension, and pressure to outperform colleagues.
• Relationship issues cause clashes due to personality differences, incompatible work styles, personal biases or prejudices, and differences in cultural backgrounds.
• Varied opinions on what is important or priorities can contribute to conflict.
• Conflicting personal or professional goals can sometimes lead to conflict.
• Intolerance/inability to compromise can be a source of friction in the workplace.

Workplace Inequities

• Perceived favouritism, unequal distribution of resources/opportunities, discrimination or harassment may lead to conflict.
• When employees feel undervalued/unrecognized, this sometimes contributes to conflict.

Workplace Conflict

• Unresolved workplace conflict has potential to lead to a range of issues.
• Lower productivity can ensue as workers become distracted from the task at hand.
• Employee morale can be reduced because of anxiety/stress. Business efficiency can be undermined by negative workplace "politics.'
• Opportunities for collaboration can be limited due to strife.

Employee Approaches to Conflict

• A trade union is an organization where members unite to achieve common goals.
• Trade unions negotiate with employers to improve employment terms and conditions for workers, including pay, paid holidays, working hours, rest breaks, training, and facilities.
• Unions offer individual advice when employees have problems at work.
• Trade unions lobby governments to pass laws favouring employees, such as health and safety regulations.
• Union members pay fees and elect representatives to represent them in employment relationships.
• Approximately one third of British workers are represented by trade unions.
• Largest UK trade unions represent workers in the public sector and previously nationalised industries.
• Craft unions share specific skills like printing, industrial unions recruit from particular industries like education, general unions accept members from various manual industries like manufacturing, and white collar unions recruit non-manual workers like those in banking.
• Trade union membership is generally declining partly because government legislation has weakened their powers.
  • Many economies have shifted away from manufacturing, and part-time and flexible workers incline not to be unionised.

Approaches to resolve conflict in the workplace

• Trade unions use a variety of approaches to resolve conflict, including collective bargaining, work-to-rule, and strike action.

Collective Bargaining

• Collective bargaining is a process where trade unions negotiate to reach agreements on employment terms and conditions.
• It offers a organized approach for employers and employees to come to mutually acceptable terms. Unions have greater negotiating power than individual employees.
• Negotiations generally cover issues such as wages, working hours, benefits, and workplace conditions.
• Successful collective bargaining leads to a legally binding collective bargaining agreement that determines the employment relationship for a period of time.
• This is only possible if both parties adhere to terms of the agreement. Tools like mediation and arbitration can be used upon disagreements.

Other Forms of Trade Union Action

• Work-to-rule: Workers adhere strictly to their terms of employment. Good will is withdrawn such as work begins and ends at times stated in the contract, staff refuse to cover absent colleagues, etc.This reduces productivity and makes it difficult for the employer to take disciplinary action
• Complete only tasks explicitly stated in the contract of employment.
• Strike action: Workers collectively refuse to work. Strike action take place continuously or on specified days of work Strike action is normally legal if a successful ballot of trade union members finds a majority in favour of taking such action. Changes in law in many countries have reduced the ability of workers to take strike action.

Employer Approaches to Conflict

• Resolving conflict is highly important to business owners.
• Organizations resolve conflicts in-house with highly skilled senior leaders or external specialists, who are empowered to act and reach mutually acceptable agreements with employees/representatives.
• Threat of redundancies act as a tool to persuade trade unions or employees to end industrial action, making trade unions more willing to compromise if the alternative is job losses.
• Employers can make changes to employment terms and conditions, supported by the use of fixed term contracts.
• In extreme cases, businesses may threaten closure rather than concede to employee demands for increased compensation.
  • This can be a persuasive tool, but employees often not generally paid during periods of closure, and permanent closure means workers are made redundant.

Lockouts

• Lockouts are another extreme measure, where employees being prevented from entering the workplace with security guards employing security or changing premises' access codes during disputes; Employees do not receive pay.
• Businesses use lockouts to pressure workers to defy trade union instructions and return to work without concessions being made.

Conflict Resolution

• Resolving conflict involves leaders and employees (or their representatives) taking steps to address workplace disagreements.
• Successful resolution requires meeting the needs of both the business and its employees which then makes productivity and profitability increase.
• Methods available consist of conciliation & arbitration, employee participation, industrial democracy, no-strike agreements, and single-union agreements.

Approaches to Conflict Resolution

• Conciliation & Arbitration:
  • Conciliation involves a mediator supporting negotiation and compromise between groups and can also settle what is to be important.
  • Arbitration needs a mediator making decisions to resolve disputes that may not be agreed upon. Non-binding arbitration decisions mean that there may be ignored issues while the binding arbitration ones must be followed.
• Employee Participation: Works by giving the authority to take on responsibility and have levels of that organization. Involves things like team work, quality circles and worker panels.
• Industrial Democracy: Involves individuals having a significant impact for better decision making. Can stem from businesses owned by workers such as the “John Lewis Partnership” as they represent how workers feel regarding the company.
• No-Strike Agreements are from both union and leadership where there will be no work stoppages during working hours. Improves the reputation of the organization as it builds trust and makes it clear that it is ok to negotiate.
• Single-Union Agreements: One union is what the business goes to rather than multiple for conflict resolution.

2.3 Leadership & Management

The Distinction Between Management & Leadership

• Leadership involves having a vision, sharing it, and providing direction, while management is the day-to-day organization of resources and staffing.

Key differences Between Leadership and Management

• Leadership is about vision creation, while management focuses on executing plans and completing tasks on time.
• Leadership is focused about influence whereas management is more about control.
• Leadership focuses on people and their motivation instead of processes, structures and systems.
• Leaders work towards the long term and strategy while management takes more day to day shots.
• In leadership there is encouragement for creativity where as management is more on efficiency.

Introduction to Leadership Styles

• Leadership styles serve as different ways of leading a team or business.
• They can be influenced based on attitudes towards team members.
• A successful leader will be able to use a variety of leadership styles.

Types of Leadership Styles

• Autocratic: Leader has complete control over decisions, expecting obedience. This works well in crises but reduces morale and creativity, restricting input and problem-solving ideas.
• Paternalistic: Acts like fathers while ensuring things get done in protective ways. Decisions are made with employee concerns in mind.
• Democratic: A business structure that encourages opinions towards the workers and allows input in the discussion, thought they don’t actually have anything.
• Laissez-faire: Minimal role in managing team, allowing autonomy and freedom. Can boost creativity but cause inefficiency and inconsistency if not managed well.
• Situational: Varies, depending on the situation and who is on shift or not. Can offer flexibility but is challenging.

Hersey and Blanchard's situational leadership model

• Used to decide what can be the most appropriate.
• Can be delegated depending on the competency.

2.4 Motivation & Demotivation

Importance of Employee Motivation

• Motivation is that inner desire that propels an action to take. It can increase the impact of things such as productivity, reliability and loyalty.
• The Impact: Helps employees become more reliable and dependable. Reduces turnover rates as employees are happy to stay.

Taylor's Scientific Management

• Frederick Winslow Taylor explains how to implement things such as benefits.

Study and analyses

• Important to have workers selected and trained, and then incentives for performing work.

Positives

• Increased efficiency leads to less cost. Procedures lead to less errors. Special Labour leads to more and less decisions made leads to better performance.

Negatives

• Emphasis on efficiency and not the creativity of the employee. May not work with every scenario. Becomes potentially not effective in cases such as extracting more work without better compensation.

The Hierarchy

• There is a hierarchy, and things need to be provided for full potential, such as facilities.

Motivations

• Maslow and Hertzberg explain that for employees to do well, it needs things such as a safe work environment or feeling well due to a good work environment.
• Hygiene is doing anything to be job satisfied.
• Recognition and opportunity for growth can help with motivation as these can help get noticed.

Motivational Theories: Acquired Needs

• McClelland’s believes how motivation needs to be developed over time. This influences habits, behaviors and decisions in the workplace and life in general.
• Developed, though uplifting and cultural influences can impact that.

Self Determination Theories

• Three psychological needs, the need to have and understand ourselves as well as be connected as well as what motivates.

Equitability in the Workplace

• Equity as achieved to make sure colleagues are equitable. Individuals want to feel like they matter and provide an impute of fairness.
• People want help with issues and want to help restore the equity within them.

Vroom’s

• Wants to explain behavior and certain things and the desire of what outcomes can be.

What was Identified

• Improve training and development as well as the work place and try to widen pay.

Strengths of Expansivity

• Understand what the values can vary to.

Weakness

• Provides understanding rathe than an exact action to do.
• It's personal and may not be the same as the other workers.

Labour Turn Over

• Labour Turnover states employees leaving during a time period divided by the total. When there's a rise, there is a lack of management which leads to low motivation, but there may be factors in the local economy with other opportunities arising.

Turnover

• Increased recruitments and reduction of need of training are important to avoid it, but new perspectives are helpful. Can be determined using what was in the workers retention rate in steps one and two.

Discussion

• The discussion is based around what the potential can provide, professional goals, and which skills can require development. Also has to follow what is stated within the employee.

Benefits

• Can provide feedback, improve the employee, set clear goals, and increase efficiency overall. Has subjective value to be able to get them in.
• What else is required: open communication, support them and the overall communication skills.

Methods of Recruitment to Recruit

• A process of getting a candidate’s background and identifying all things to create the role at hand.

Key

Methods of recruitment used to be more cost efficient.

1. Determine what is the role and advertise.
2. Shortlist that down to 3-5 candidates.
3. Do interview processing.

Can be inter or outer factors of success.

1. Internal can give more opportunities and loyalty, as well as costs and quicker turn around.
2. But misses to get better ideas. Costs more, too.

Important to find what type of external advertisements.

• The methods can be expensive, but should follow the candidate.

Apply for the role

• Form to fill out such as qualifications etc.

How to Fill out

• What career you seek and the goals.

What is Best

• It to Identify your own goals and what is valuable.
• This leads to people can give advice.
• Can balance, if you give good points.

The 360 Approach

• Getting other individuals inputs and what people perceive.

Process

• Important to collect analyze this but it needs to get used before issues arise.
• Must be put it in the right mind.

What This Gets You

• People assess performance and what you seek inside from it.

Rewards

• What payments are and what has to do with the process.

The Incentive

• What is put in and what factor of Maslow it’s in.
• If they get to have something after. Also bonuses.
• These depend on what skills the have.

What Can Work Better

• Better team environment and what a safe environment to work in is, as well as training from employers.