Question 1: Define conflict management. What are the causes of workplace conflicts?

What are the various strategies to be adopted for resolving conflicts?

Conflict Management is the process of planning to avoid Grievances and Disputes where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment. Workplace Conflict arises from a clash of perceptions, Culture, Employee biases, goals, or values in an arena, gap in communication and so on. A win-win approach is used to resolve conflicts. Mediation and counseling are adopted for resolving conflicts rather than using formal discipline measures. Managers are trained both to avoid and to resolve disputes. External mediators can also be called in if necessary. Large organizations like public sector companies prefer to use internal mediators to resolve conflicts. Unresolved work place conflicts can have a negative impact on the organization. For example, if the production manager and the quality control manager have differences about implementation of quality procedures, then the work of both the divisions is affected. Figure 1.1 depicts some causes of workplace conflicts.

Figure 1.1

Conflicts are resolved by adopting the following strategies:

Counseling: Only a few organizations have professional counselors on their staff. Many organizations train their managers to counsel their subordinates. Often, just by employing nondirective counseling (listening and understanding), managers can help frustrated employees. Discussions and Debates: Task conflicts are resolved by discussing or debating the options. Consensual decision is made after considering every option. Compromise: This method tries to resolve conflicts by arriving at a solution which satisfies at least part of the requirement of each party involved. Using third parties: As serious conflicts have a negative impact on organizations; third parties with specialized skills are used as arbitrators, mediators or ombudsmen to resolve them.

Question 2: What is meant by organizational culture? What are the elements and dimensions of organizational culture?
Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with

stakeholders outside the organization". Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Although its difficult to get consensus about the definition of organizational culture, several constructs are commonly agreed upon that organizational culture is holistic, historically determined, related to anthropological concepts, socially constructed, soft, and difficult to change. This definition continues to explain organizational values, described as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another. G. Johnson described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture: The Paradigm: What the organization is about; what it does; its mission; its values. Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. Stories and Myths: build up about people and events, and convey a message about what is valued within the organization.

These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories which may not be true.

Dimensions of Organizational Culture

National and regional cultural groupings affect the behavior of organizational cultures and The different dimensions of organizational cultures are as follows Power distance: This is the degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. Risk avoidance: it reflects how the much organizations is willing to take risks. Individualism vs. collectivism: society's expectations of Individualism/Collectivism will be reflected by the employee inside the organization. Collectivist societies will have more emotional dependence of members on their organizations, when in equilibrium - organization is expected to show responsibility on members. Research indicates that some people and cultures might have both high individualism and high collectivism, for example, and someone who highly values duty to his or her group does not necessarily give a low priority to personal freedom and self-sufficiency.[citation needed]

Gender differences: reflect whether certain society is predominantly male or female in terms of cultural values, gender roles and power relations. Long- Versus Short-Term Orientation: which describes as The long-term orientation dimension can be interpreted as dealing with societys search for virtue Societies with a short-term orientation generally have a strong concern with establishing the absolute Truth. They are normative in their thinking. They exhibit great respect for traditions, a relatively small propensity to save for the future, and a focus on achieving quick results. In societies with a long-term orientation, people believe that truth depends very much on situation, context and time. They show an ability to adapt traditions to changed conditions, a strong propensity to save and invest thriftiness, and perseverance in achieving results.

Question 3: Explain the importance and features of Human Resource Information systems (HRIS).
Human Resource Information Systems is a software application that caters to the human resource information needs of the organization like monitoring employee attendance, payroll and benefits administration, career development, employee information, performance management, and training. HRIS is a collection of components which work together to gather, process and store information that the HR department can use to make decisions, to coordinate and to plan its activities. HRIS facilitates easy access and management of employee related information. Initially, mainframe computers were used by organizations to manage human resource management functions. A large amount of capital was needed to operate these systems. The advent of client-server architectures and Software as a Service (SaaS) models has lowered the maintenance costs of HRIS.

Examples of Human Resource Information Systems There are many HRIS software available in the market today. Some of them are listed below: Sage Abra HRIS: Oracle HRMS: SAP HR: Peoplesoft: iVantage HRIS: Kronos: Importance of Human Resource Information Systems
Figure is a diagrammatic representation of the activities and data of a HRIS.

Figure: HRIS The Human Resource department is involved in formulating the company policies and streamlining the business processes. Efficient and new applications like HRIS make the human resource department more effective. HRIS assists the human resource department in decision making, employee recruitment,

benefits administration, payroll, and employee training and performance analysis. HRIS simplifies the HR processes. It organizes company and employee data in a better way. By using HRIS, confidential information can be protected. HRIS integrates the financial and the human resource aspects of a business.

Features of Human Resource Information Systems

You have seen that HRIS helps an organization to keep track of employee related information. Let us now examine the features of a good HRIS. The important features of an HRIS are as follows: Job and Pay History Ability to Import and Export Data Ad-Hoc Report Writing Automated Reminders and Alerts User-Defined Fields:. Attendance and Leave Tracking Employee Self-Service Benefits Administration: Performance Management Payroll Security: Document Library

Question 4: What is meant by grievance redressal? Explain the three stages of Grievance redressal. What precautions are to be taken while handling grievances?
Grievance may be defined as a complaint or resentment against any unjust or unfair act. Grievance is any issue associated with an organization or its management such as employee discrimination or harassment by managers. It may also be any alleged violation of employee contracts or settlements or violation of any laws, or discrimination on the basis of race, age or sex. The International Labour Organization (ILO) defines a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretation of service, condition covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service. Our society has police stations, panchayats and NGOs that handle grievances of the public. In the same way, organizations have grievance redressal committees where aggrieved employees present their unresolved issues. Organizations generally provide a quality work environment to boost employee morale and enhance employee performance to help the organization achieve its goals. Employee grievances are one of the factors that impede establishing appropriate work environment. To establish a good working atmosphere and to assure employees, grievance handling is important for any organization A grievance redressal procedure sets out how such an application is made and how it is dealt with. The procedure aims to settle the grievance as quickly, fairly, and as near to the point of origin as possible. In practice, this means that the issue is more often settled by the employees immediate supervisor or line manager. The grievance redressal procedure describes about what happens if the grievance cannot be resolved at this level. The different types of grievances redressal procedures are discussed below. There are three formal stages to redress any grievance. Each stage has a form which is numbered according to the stage it belongs. First, it has to be noted that the grievances have to fall under one of the following categories to be considered as one: Amenities Compensation Conditions of work Continuity of service Disciplinary action

Stage I of Grievance Redressal An employee who has a grievance meets the shift-in-charge and discusses it. If necessary, the employee obtains a copy of grievance form 1. It is done within a week of occurrence of the aggrieving incident or when the employee became aware of the situation. In case of promotion, a time limit of six weeks from the date of the promotion is permitted. The employee fills up the particulars and hands it over to the shift-in-charge and obtains an acknowledgement receipt in return. The shift-in-charge makes the necessary enquiries and returns the form to the employee with remarks filled in the form within two working days from the date of receipt of the form. In cases where reference to higher authorities or to another department is necessary, more time is provided. Stage II of Grievance Redressal If the matter is not resolved at Stage 1, the employee obtains grievance form 2 and submits it to the next senior manager. The senior manager arranges a meeting within three working days. The department head discusses the issue with the concerned supervisor and the employee and returns the grievance form to the employee with remarks. A unionized member may assist the employee at this stage of grievance redressal. Stage III of Grievance Redressal If the employee is not satisfied with the reply of the departmental head, the employee appeals to the Chairman of his Unit Grievance Redress Committee within seven working days of the receipt of reply at Stage II. The employee obtains a copy of grievance form 3from the shift-in-charge. The recommendations of the Unit Grievance Redress Committee are considered unanimous and binding on the employee, if no objections are raised by either the management or the union. If objections are raised, the matter is sent for further consideration to the resident director who discusses it over with the president or the deputy president before arriving at a definite conclusion. Figure depicts the formal flow of grievance procedure.

Figure: Grievance Redressal Procedure within an Organization

Precautions While Handling Grievances

The grievance handling procedure of an administration can influence the pleasant atmosphere of the organization. The management has to take care of the following aspects while handling grievances to ensure a culture of belief and assurance among the employees: Always make sure that the managers concerned in the grievance handling events have a quiet place to meet the complainant. Always ensure that managers have sufficient time to dedicate to the complainant. Explain the role of the manager, the strategy and the events clearly in the grievance handling procedure. Explain the situation in detail to the employee to avoid any misunderstanding and encourage better acceptance of the circumstances complained. Let the employees present their issues without anticipation or interruptive comments. Use a positive and friendly way to resolve the crisis rather than corrective steps which upset the system. Stay quiet, cool, composed during the course of the meeting. Always focus on the subject of the grievance rather than deviating to related issues.

Never make allegations against others. Acknowledge employee concerns about possible consequences of registering a grievance. Do not become angry, aggressive or destructive during the grievance handling procedure. Pay attention to the main point of arguments. Listen and respond delicately to any form of distress exhibited by the employees. Remove the source of anger or discomfort. Assure the employees that the managers are neutral and show no bias. Make sure there is successful, responsive and confidential communication between all involved. Take all possible steps to ensure that no one is ill-treated because of the grievance being raised. The researcher or decision maker acts neutrally, which means they must rule themselves out if there is any partiality or conflict of interest. Try to look upon the problem from different angles for better understanding. Consider all important information in the research process. Ask the staff member his/ her favorite decision option, although it is significant to make it clear that it may not be a possible outcome. Be aware of the limits of power of the person who is anxious in the grievance handling procedure. If the manager feels that the person handling the grievance procedure is not suitable for dealing with the issue, refer the complainant to the appropriate person as soon as possible.

Question 5: What are trade unions? What are the objectives and activities of trade unions?
A combination or association of men employed in the same trade united for the purpose of regulating the customs and standards of their trade, fixing prices or hours of labor, Influencing the relations of employer and employed, enlarging or maintaining their rights and privileges, and other similar objects. The Trade Union Act of India 1926 defines a trade union as an organization, whether temporary or Permanent, formed primarily for the purpose of regulating the relations between workmen and employers or between workmen and workmen, or between employers and employers, or for imposing restrictive condition on the conduct of any trade or business, and includes any federation of two or more trade unions. Trade unions bargain with employers on behalf of union members and negotiate labor contracts with employers. This includes negotiation of wages, work rules, complaint procedures, rules governing hiring, firing and promotion of workers, benefits, workplace safety and policies. Negotiation is a passive technique adopted by trade unions. The terms negotiated by the union leaders are binding on the rank and file of the union and the employer and in some cases on other non-member workers. Seldom, when trade unions do not attain their goals through passive methods, they take drastic steps. Trade unions resort to forceful or aggressive means like strikes and resistance to lock-outs to achieve their goals. Many disagreements in multinational and domestic companies are a direct result of these aggressive actions of trade unions. The Indian economy, which depends a lot on the service sector, is affected by such disruptions organized by trade unions.

Objectives of Trade Unions

The primary objective of any trade union is to protect and promote the interest of its members. Trade unions are permanent workforce bodies within an organization so that workers have constant access to their representative. Unions achieve their objectives through collective action and group effort. The objectives of trade unions are the following: To improve the economic conditions of employees by securing better wages for them To provide better working environment for the employees To secure employee bonuses from the profit of the organization To resist schemes of the management which reduce employment, such as rationalization and automation

To secure social welfare of employees through group schemes which benefit every employee To protect the interests of employees by actively participating in the organizational management To provide organizational stability, growth, and leadership

Activities of trade unions

Trade unions involve in various activities to accomplish their mission of safeguarding employee rights and interest. They engage in activities like negotiating or representing aggrieved workers or compromising on issues related to all union members. The following are the activities that unions generally engage in: Representation: Trade unions represent laborers when they have crises at work. If employees feel they are being unduly treated, they can ask their union representative to help in solving their issues with the manager or employer. Unions also offer their members legal representation. This is normally to help people get monetary reimbursement for work-related injuries or to assist people who have to take their employer to court. Negotiation: Unions discuss with employers issues which influence people working in an organization. There may be differences of opinion and interest between organization and union members. Trade unions bargain with the management of the organization and try to find a solution to these differences. Pay, working hours, holidays and changes to working practices are the issues that are commonly negotiated. In many organizations, there are correct agreements between the union and the organization, which states that the union has the right to negotiate with the employer on behalf of the employees. Member benefits: Trade unions provide a variety of benefits to its members. They insure members against unemployment, ill health, and funeral expenses. Providing qualified training, educating the workforce and giving legal advices are some important activities of trade unions. Collective bargaining: This is a process employed in grievance handling and is recognized by employers. In collective bargaining, union representatives hold discussions with the employers and reach an agreement on employee rights and duties. Unions are popular at collective bargaining. Industrial action: Trade unions enforce strikes, resistance or lockouts to attain specific goals. Political activity: Trade unions endorse legislation favorable to the interests of their members or workers. They follow campaigns, undertake lobbying, or monetarily support individual candidates or parties contending for public offices. For example, Indian National Trade Union Congress (INTUC) undertakes lobbying for the Congress party of India.

Question 6: Write a brief note on stress and employee wellness in organizations. Stress in Organizations
Stress is described as the impact caused by any pressure. As the speed at which our society operates increases, the pressure to maintain that speed also increases. The effect of pressure mainly depends on the kind of position we have in an organization. However, stress also enables an individual to meet deadlines and the high level of efficiency a job demands. Stress causes illness and produces several other conditions that have a severe effect on an employee's performance. This, in turn, affects an employer's workforce. Leon Warshaw (1979), in his book on dealing with stress in the workplace, states that: "Stress affects personality, modifying our perceptions, feelings, attitudes and behavior. And it reaches beyond its immediate victims to affect the political, social and work organizations whose activities they direct and carry out. This statement clearly indicates that increase in stress has a wide-ranging effect on employees that includes absenteeism, decreased efficiency, physical and mental illness, and tendency towards early retirement. Recent studies indicate that certain jobs have attributes that make them more stressful than others. Some of the factors that increase stress in the workplace are: Level of decision-making Dangerous physical or emotional conditions Repeated exchange of words with others.

Employee Wellness
Employee wellness focuses on human resource management to reduce health problems. These health problems are caused by improper lifestyle choices such as smoking, obesity and lack of exercise. Some of the health problems that are common among employees are cancer, heart disease and respiratory illness. These diseases account for 61 percent of hospital claims. This, in turn, creates workplace problems such as absenteeism, lost productivity, and increased medical costs. For example, people with high blood pressure are likely to have medical claims of more than Rs 2 lakhs per year. Medical claims of smokers are 22 percent higher than non-smokers. Many organizations offer wellness programmes to improve and maintain the overall health of their employees. These programmes are effective as they help employees to quit smoking, manage stress, and improve their diets. Recent research indicates that taking part in wellness programmes reduces absenteeism and increases productivity. Employers must prioritize and enroll those who are in greatest need of these wellness programmes. They must motivate these high-risk individuals to participate. Some companies offer incentives to the participants, while others impose certain penalties on non-participants. For example, some companies have started to increase insurance premium contributions of nonparticipants, while others have started raising their deductible levels. Companies can take up effective healthcare risk management practices to minimize job stress. With the help of an effective selection process and a proper training procedure, companies can help employees meet the demands of their jobs. With clear job descriptions, companies can select the most suitable applicants for a job. This also helps the candidate have a clear idea about the job responsibilities. The implementation of a pay-for performance programme reduces uncertainty regarding rewards which, in Turn, reduces stress. Some stresses are inherent and companies find it difficult to reduce such types of job stress. For example, fire fighting is a dangerous job where it is not possible to eliminate stress. In this case, workers must learn to manage stress levels on their own. Companies can only offer stress counseling to their employees. Employee Assistance Programmes (EAPs) are intended to increase productivity and help resolve any personal issues. EAPs, with their mentors who are mental health professionals, provide confidential counseling to workers who fuse their personal problems with the work productivity. These counseling sessions are then documented to keep track of improvements in the worker's health, productivity, and performance. This helps to substantially reduce absenteeism rates, medical costs, and workplace accidents. Figure given below represents the Employee Wellness Plan Protocol which will help you understand how an organization can ensure employee wellness.

Figure: Employee wellness plan Protocol First a company develops a realistic picture of employee's health issues. It then creates an employee wellness plan to improve the lifestyle of its employees. Later, the company promotes the wellness programmes by offering health counseling. It also provides incentives to encourage employees to choose health related events and programmes. The company then implements the wellness programme and finally reviews the results based on the improvement in the employees quality of life, increase in productivity, reduction in absenteeism rate, and reductions in healthcare costs. The feedback obtained from employees about this programme helps maximize the return on investment.