Industrial Relationship and Labor Laws: Case Study

a.      Explain ways in which employees may contribute to good industrial relations in an organization.

Introduction

Industrial relations is the area of human resources management that handles employment matters in a union work environment. This involves issues between labor union leaders and the company's management, such as collective bargaining agreements, grievance handling, and day-to-day employment decisions.

The ways include

i.                    Compliance

Mayhew writes that good industrial relations depend on the employer and the union having a complete understanding of the law and its provisions.

ii.                  Relationship-Building

Ruth writes that management and unions have a shared goal -- to create an employer-employee relationship in which employees receive fair treatment and recognition for their skills and contributions. The difference is that unions rely on collective activity to achieve this goal and management. Collegial and respectful relationships between labor union officials and the employer's management are necessary for positive industrial relations.

iii.             Good Faith Bargaining

Ruth further writes that the federal labor act requires that both the employer and the union bargain in good faith concerning collective bargaining agreements, or labor union contracts. Good faith bargaining is an important aspect of reaching an agreement that serves the employer's needs as well as the needs of its workers.

iv.  Grievance Handling

Employee grievances must be addressed in a timely manner, because doing so promotes positive relationships between employees and their supervisors, which underlies good industrial relations. Importantly, grievances should be resolved before they escalate and require resolution through arbitration.

v.                  Knowledge

Knowledge is power. The more knowledgeable the management and HR team of a company are about their rights and responsibilities, the more of an opportunity they have to build a strong labor-relations strategy. In nonunion environments, this means understanding the National Labor Relations Act and how it applies in nonunion locations.

vi.    Transparency

Transparency means being open and clear about business processes and strategies. This means openly and honestly providing workers and their representatives with information about strategy and business planning. By being transparent, management, even in a small company, can work towards building a partnership with the employees that will help the business be agile and grow.

vii.           Communication

Everyone at every level of a company can appreciate when their supervisors keep them informed of what is going on with the business. In union environments, this might mean keeping the shop stewards or union representatives informed, but this extra effort can go a long way.

viii.         Consistency

Consistency in applying discipline or handling grievances gives employees and union representative’s confidence in HR and the management. As in all areas of business, people want to be confident of what to expect and want to know that when faced with similar circumstances managers and leaders will act in similar ways.

ix Trust

Employer and employee must work to build mutual trust and respect. Employees feel respected and productivity will be at its best when there is transparency and general consensus on the common issues of the workplace. Exercises to improve trust and respect, including team building social activities for all employees, will help them feel invested in their employer. Employers and employees must work together and deal with each other honestly and with integrity.

X Cooperation

Industrial relations will also improve if common employer/employee interests such as productivity, profit sharing, disciplinary procedures and termination, conditions of service and grievance handling can be handled with procedures developed by collaboration and cooperation of both employer and employees.

b.                  Explain objectives that the federation of Kenya Employers (FKE) seeks to achieve in labour and industrial relations.

Federation of Kenya Employers (FKE) is the premier employer’s organization in Kenya, established in 1959 under the Trade Unions Act Cap 233, to represent the collective interest of employers in Kenya. It is Kenya’s leading employers’ organization in advocacy, industrial relations, employment laws and related value-add services through management, consultancy and training.

The Federation’s membership includes employers in the private and public sectors – including state cooperation is the local authorities and employers’ associations.

The Federation provides a forum for employers in promoting sound industrial relations and observance of fair labour practices. The Federation also advocates, endorse and defend the interest of employers. In addition, the Federation supports good management practices and develops sustainable institutional capacity and competence among its members.

To promote and enabling business environment and sound industrial relations in Kenya through effective representation, advocacy and provision of value added services that strengthens the ability of employers to attain competitiveness.

Objectives of the federation of Kenya Employers also include

• Act as a forum for employers
• To promote and defend interest of employers
• To promote good management practices
• To collaborate with employers, inter-governmental and other business organizations
• To develop a sustainable institutional capacity and competence

Conclusion

Industrial relations is the area of human resources management that handles employment matters in a union work environment.  Industrial relation Exercises to improve trust and respect, including team building social activities for all employees, will help them feel invested in their employer. Employers and employees must work together and deal with each other honestly and with integrity.