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Employee relation refers to the relationship between employers and employees in order to achieve desired working environment that would meet the needs of employees and help the organization to achieve its strategic, tactical and operational objectives (Kelly 2012). As a part of new industrial relations agreement, following three long term employee relations objectives has been identified –
As stated above, the purpose of employee relations is to increase interaction between the employers and employees and development of optimum workplace conditions so that organizational goals can be achieved. Therefore, to achieve these identified objectives, the management and the employees are required to develop and implement action plans. Employee relations objectives are designed to provide employees with better working conditions and help the organization to increase its productivity. Therefore, to achieve these objectives employees can collectively bargain and negotiate terms of employee relations to achieve desired objectives (Poole 2013).
The effectiveness of existing employee relations performance can be measured by evaluating the results of current practices on the employees’ motivation and satisfaction and organizational productivity. In order to analyse the performance of current employee relations performance with identified long-term objectives following methods can be employed –
When developing the plan, it is important to evaluate various options and then selecting the best alternative available. Evaluation of various options can be undertaken in terms of cost benefit analysis and/or risk analysis, discussed as –
By following the provisions of above laws, the organization can ensure legislative requirement of anti-discrimination laws (Forsyth 2016).
In order to work with higher management to develop plan and policies, management by objective (MBO) strategy can be applied. This approach includes determining and assigning roles and responsibilities to the employees and working in synergy to achieve the desired objective. In addition, proper communication medium and channels needs to be identified to periodically review the progress and to take corrective actions if required (Ellem 2015).
In order to effectively implement the policy, the HR manager must be able to communicate the objectives of the policy to the employees and solicit their support to make the new policy a success. Further, it is important to devise strategies for wide dissemination of the policy information. The HR manager, should have the skills to develop models for policy evaluation and get the reviews from the employees and key shareholders and undertake necessary corrective actions before full scale implementation of the policy (Kaine 2016).
Bailey, J. and Peetz, D., 2013. Unions and collective bargaining in Australia in 2012. Journal of Industrial Relations, 55(3), pp.403-420.
Bartram, T., Boyle, B., Stanton, P., Burgess, J. and McDonnell, A., 2015. Multinational enterprises and industrial relations: A research agenda for the 21st century. Journal of Industrial Relations, p.0022185614564379.
Bomers, G.B. and Peterson, R.B., 2013. Conflict management and industrial relations. Springer Science & Business Media.
Burgess, J., Cameron, R. and Rainnie, A., 2014. Contemporary research on work, workplaces and industrial relations in Australia. The Economic and Labour Relations Review, 25(1), pp.5-9.
Currie, D., Gormley, T., Roche, B. and Teague, P., 2016. The Management of Workplace.
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