Workplace Industrial Relations

1. Workplace Industrial Relations The contribution of Conflict

2. Pluralist Model of Industrial Relations Industrial Conflict Management Workers Mediation of Conflict Common Law of Employment Legislation and Regulations Commissions, awards and agreements Courts and orders Industrial Peace

3. Pluralist Approach • Often referred to as Industrial Relations. • Conflict occurs because it is inevitable. • Not all conflict is bad and there are still some common goals • There are diverse interest groups with multiple forms of loyalty • The government is regarded as an impartial guardian, whose role is to protect the weak and restrain the strong. • Conflict is resolved by rules and an impartial 3rd party ( eg: conflict resolution procedures)

4. Unitary Approach • Often referred to as Employee Relations, it implies that the relationship between management and employees is dominated by common, unified objectives ‘hand-in-hand’ • Conflict occurs as a temporary thing or due to aberrant behaviour, poor management or bad communications • Unions are not wanted and are judged to be in conflict with mgmt for the loyalty of their employees • Conflict is resolved through communication and participativemanagement.

5. LO 1. 2 A systems analysis METHODS OF CONFLICT RESOLUTION CONFLICT PARTIES OUTCOMES Enterprise Bargaining Grievance Procedures Consultation Mediation Conciliate &Arbitrate Common Law EBA’s Contracts Awards Custom & Practice Rules of Organisations Causes Forms Symptoms Measures Employees Unions Employers Employer Org Government Agencies Tribunals

6. Industrial Conflict • All expressions of negative feelings about the management-employee relationship which involve some action by either the employees or management. • Workplace IR Delivery & Assessment Guide 2002

7. Workplace IR and Conflict • Conflict can be • Inside a person • Between two people • Between a person and and organisation • Between organisations • Between organisations and a state • Between states • Between groups of states

8. Manifestations of Conflict • Employers and employees have a number of ways to demonstrate dissatisfaction. • These ways, manifestations or symptoms of conflict can be either overt (open) or covert (concealed). • Overt are usually manifested by group action • Covert are more usually limited to individuals.

9. ActivityManifestations of Conflict in the Workplace • 2 Large groups & Butchers paper • Group 1 is to identify and define examples of overt manifestations of conflict in the workplace • Group 2 is to identify and define examples of covert manifestations of conflict in the workplace. • Example: Strike: Total or partial withdrawal of labour or services of a particular group of people or employees.

10. Costs of Industrial Conflict • Financial Costs • Personal Costs • Political Costs • Social Costs • International Costs

11. Strategies to help avoid or resolve conflict • Conciliation and Arbitration • Grievance Procedures • Collective Bargaining • Consultation • Mediation

12. Positive outcomes of Conflict • When conflict is managed constructively it may; • Heighten awareness of problems and the need to change • Improve problem solving strategies • Raise awareness of individual differences • Increase co-operation and flexibility • Act as a team building exercise • Increase creativity in work practices and structures • Solve problems to everyone’s satisfaction

13. Potential Negative Outcomes • When conflict is not managed constructively it may: • Create ongoing conflict which distracts staff from their job • Affects individuals physical and emotional wellbeing • Affect absenteeism, staff turnover, morale etc. • Influence individuals to put self interest before the organisation’s interest • Divert time, energy, resources from achieving organisational goals • Hinder communication