Great Things Are Done By People Who Think Great Thoughts And Then Go Into The World To Make

Their Dreams Come True.

Literature Review
On

Employee Relations
Prepared For:

Mr. Hasan Danial

Course Instructor: Human Resource Management Prepared By:

Names
M.Haseeb Malik Ahmad Hassaan Qazi !amshaid Ismail M.Adnan Asad Ghulam Abbas Assi

Roll No
24 02 "# 2$ "&
(Group No: 5) BBA (Hons) 5th (M) (Date o !u"mission: Fe"ruary #$% &#$$)

Designation
Group Leader Information secretar Group Members %do% %do%

Department of Management Sciences ,

The Islamia University of Bahawalpur

1

re!ace:-

'he aim of this te(t is to support this imperati)e b pro)idin* current material on the de)elopment of performance mana*ement theor and research+ frame,ork and *uidelines to enhance performance mana*ement functions. -e ha)e retained the o)erall structure of this te(t and ,e ha)e balanced it ,ith more contemporar detail and illustration+ man more or*anizational e(amples and case studies. -e hope that this te(t helps ou to appreciate the importance of performance mana*ement to or*anizational success and enable ou to perform our performance mana*ement roles in e.uall beneficial ,a s. -e ,ant to e(plain the term /performance mana*ement0. 1irstl + ,e ha)e to understand both ,ords /performance0 2 also /mana*ement0. 'he de)eloper of such measurements ,ill impose some limits. It can be defined as3 All the measurements ,ill point out to the same thin* that+ there is a stron* relationship in bet,een the tools to check the performance and ,ith the actual performance of an emplo ee. It states the on timel and be specific ,ith our tasks is intended as our effecti)e feedback. 'hese both are interrelated and independent )ariables+ if ,e focus on one and i*nore to measure other one its results are not reliable. Another thin* ,hich is important and related to the feedback means it doesn4t matter that is the feedback is contro)ersial or appreciable. -e 5ust tr to chan*e the direction or ,ork moti)ation of an emplo ee throu*h contro)ersial feedback. 6n other hand+ positi)e or appreciable feedback is used to back up the ori*inal approaches or directions.

"c#nowle$gement:%

7tart ,ith the name of ALMIGH'8 ALLAH ,ho has blessed us ,ith a complete code of life+ ,ho helps us in difficulties and all the thanks and praises for the most G9A:I6;7+ the most M<9:I1;LL and most =<>I1I:<>' ALLAH. -e ,ish to pa homa*e to the most perfect personalit of the ,orld HA?9A' M6HAMMA@ AB=;HC ,ho enli*htens our minds to reco*nize our creator. It is like a /hard nut0 to concentrate and ,rite a report ,hich is not possible ,ith out the cooperati)e+ thou*htful and hard ,orkin* instructor. In this case ,e are feelin* much pleasure in e(pressin* our profound *ratitude to the most enticin* person 7I9 HA77A> @A>IAL A7LAM AlecturerC for skilled *uidance and encoura*in* attitude durin* our report ,ork. -e offer special thanks to 7I9 @6:'69 IQ=AL Alate+ ma Allah rest his soul in peaceC. ,e offer our thanks to LI=9A98 A>@ LA=69A'698 7'A11 for pro)idin* facilit durin* ,ork. -e offer thanks to 7I9 7;LMA> A?HA9 for bein* friendl + ,hen ,e came in office durin* our report ,ork. -ith tremendous lo)e and di*nit 19I<>@7. G96; B M<M=<97 ,e are thankful to all our

'able of :ontent

7erial >o. 1 ".

'itle of the 'opic <mplo ee 9elations+ ;nions and :ollecti)e =ar*ainin*3 "." ".$ ".4 ".& ".D ".E ".# ".F "."0 "."" "."2 "."$ "."4 "."& "."D "."E "."# "."F Introduction3 Historical @e)ol)ement of <mplo ee 9elation 3 @ia*nostic factors in <mplo ee 9elation3 Labor ;nion3 <arl :ollecti)e actions and ;nion 1ormation 3 Labor Le*islation 6)er)ie,3 ;nion 6b5ecti)es3 ;nion 7tructure3 -h do ,orkers !oin ;nion3 ;nion 6r*anizin* :ampai*n3 Labor%Mana*ement 7trate*ies <ffects of ;nion3 :ollecti)e =ar*ainin*3 ' pes of =ar*ainin*3 Good 1aith =ar*ainin*3 =ar*ainin* Items3 >e*otiation Brocedure3 =ar*ainin* Impasses3

Ba*e >o.

".20 ".2" ".22 ".2$ ".24 ".2& ".2D ".2E 2 2.

6utcomes of =ar*ainin* Impasses3 9esolution of =ar*ainin* Impasses3 :ontract Administration3 'he :han*in* climate of unionization in ;.7.A. ;nion Membership in ;.7.A. ;nion or*anizin* trend in ;.7.A. ;nion in International :onte(t 'he 1uture of <mplo ee 9elation

<mplo ee Health and 7afet 3 2." 2.2 2.$ 2.4 2.& 2.D 6ccupational in5uries and illness3 :ommon -orkplace accidents and diseases3 :auses of ,orkplace accidents3 le*al en)ironment for emplo ee health and safet 3 -orkers4 :ompensation La,3 In5uries and @iseases under -orkers4

:ompensation3 2.E 2.# 2.F 3 $. 'he 6ccupational Health and 7afet 3 Administration Act3 6ccupational Health and 7afet 7tandards3

6ccupational Health and safet 7trate*ies3 $." $.2 $.$ 9ecordkeepin* and 9eportin* 3 -orkplace Inspection3 :itation and penalties 3

$.4 $.& $.D $.E $.# $.F $."0 $."" $."2 $."$ $."4

<mplo ee responsibilities under 67HA3 <mplo ee ri*hts under 67HA3 6ccupational Health3 Bro*rams for reducin* ,orkplace accidents3 6ccupational Health3 <mplo ee 7tress 3 7ources of 7tress3 Model of or*anizational 7tress 9esearch 7tress on !ob performance 7tress Mana*ement :ontemporar issues related to health and safet of ,orkplace 3

$."& 4 4.

<mplo ee 7er)ices

<mplo ee <thics+ !ustice+ and fair treatment 3 4." 4.2 4.$ 4.4 4.& 4.D 4.E 4.# 4.F <thics3 -hat shapes ethical bet,een at ,ork3 <thics :odes3 1air treatment and 5ustice 3 9ole of H9 in promotin* <thics and 1airness3 -h treat emplo ee fairl 3 7uper)isor fairness Guidelines <mplo ee discipline 'he discipline process 3

4."0 4."" 4."2

Approaches to discipline A dia*nostic approach to discipline Le*al challen*es to discipline and dischar*e

&.& I'(ROD)C(IO' O* EM LO+EE REL"(IO':

<mplo ee relation means ho, emplo ee beha)es ,ith each other or their emplo er. <mplo ee and mana*ers are both partiers ,hich in)ol)e decision makin* .if there ,ill be *ood relation then it ,ill better for or*anization as ,ell as for both parties. Mana*er has the authorit to check the ,ork of their emplo ees. Man emplo ees ,ork ,ith full of their abilit . <mplo ees are main point of or*anization pro*ress. Man companies ,ork a lot for emplo ee4s benefits. 'he create a culture in ,hich emplo ees and compan *o to,ards pro*ress. AMILG6HI:H+ =6;@9<A; "F##C &., HI-(ORIC"L DE.ELO ME'( O* EM LO+EE REL"(IO': In the "Fth centur or*anization focus ,as on emplo ee relation. In that centur a lot of chan*es occur. A7IA>I A>@ GHA>+ 2000C &.,.& (HE /ORLD I' (R"'-I(O': -orld has been chan*ed b en)ironment. Man chan*es occur in the en)ironment and ,orld become chan*ed. Here ,e ,ill discuss some of these. &.,., (HE CH"'0I' 0EO OLI(IC"L 0" : After "F#0 man ,ars occur in the ,orld and these ,ars create much ne*ati)e impact on the industrial relation of the ,orld. = *eo political *ap ,e check the effect of the emplo ee relation of the ,orld. A7IA>I A>@ GHA>+ 2000C &.,.1 M"'"0I'0 /I(H (R"DE )'IO': In 20th centur ,orkers reco*nized themsel)es as a union. = makin* the union people ,ell a,are of their problem. =ecause union has direct contact ,ith emplo er and emplo ers often represent the collecti)e bar*ainin* a*ent. AH8MA> "FF& :'<@ I> -ILLIAM7+ 200&C &.,.2 EM LO+EE 3E'E*I(- O' LE0"L ER- EC(I.E: Here are a lot of problems ,hich emplo ees face in the or*anization. 7o in this case Go)ernment introduced la,s ,hich remo)e man problems of emplo ees. AM69A>+ 2000C
8

&.1 DI"0'O-(IC *"C(OR- I' EM LO+EE REL"(IO': 'here are some factors ,hich effect on emplo ee relation. 'here are t,o conditions ,hich effect on emplo ee relation. &.2.& E4(ER'"L CO'DI(IO':

&.2.&.& ECO'OM+: <conom is the main factors that effect emplo ee relation. <conom becomes chan*e in e)er sta*e. In recession econom has different aspects ,ith respect to the inflation. -hen econom *ain maturit sta*e than or*anization e(pands there business. -hen or*anization e(pands than demand of ne, emplo ees increase and un emplo ed ,ill be decrease but in opposite ,hen recession occur or*anization mo)e to,ards decline and the increase unemplo ment. AMILG6HI:H+ =6;@9<A; "F##C &.2.&., 0O.ER'ME'(: 'he other main e(ternal factor is *o)ernment ,hich effect on emplo ee relation. in e)er H9M components *o)ernment made rule and re*ulation. Go)ernment has made boundar that emplo er must obe that boundar but sometimes *o)ernment influence create problems n the firms. In the past *o)ernment does not ,ork a lot for emplo ee relation but in recent da s emplo ee are *ettin* a lot of benefit. &.2.&.1 )'IO': ;nion are leader of the emplo ees that are ,orkin* in the or*anization. If an indi)idual ha)e problem than he ,ill make contact ,ith union and union ,ill contact ,ith or*anization and tr to remo)e that indi)idual problem. ;nion ad)ice and *i)e support to their member and also *uide them to participate in his decision makin*. If there ,ill hi*her coordination than decision ,ill be effecti)e and or*anization ,ill *et hi*her producti)it . &.2., I'ER'"L CO'DI(IO': &.2.,.& C)L()RE O* "' OR0"'I5"(IO': 'here must be friendl relationship bet,een emplo ees and or*anization. 'he can share an thin*s ,ithout an hesitation. In this ,a the ,ill support easil and performance ,ill be increase. AMILG6HI:H+ =6;@9<A; "F##C
9

&.2 L"3O)R )'IO': Labor union is the *roup of labors s in ,hich the discuss about ,a*es+ hours of their ,orkin* and condition emplo ment. AM<GIA+ <' AL 2004C 'here is much other definition like /in labor union ,orkers collecti)el seekin* to help and support others b collecti)e bar*ainin*. A@<:<>?6 2 96==I>7+ 200DC 'here is another definition like /union is a collection of people ,ho ,ork to*ether and talk about their 5ob condition+ about their ,orkin* hours and about their ,a*es. A@<:<>?6 2 96==I>7+ 200DC &.6 E"RL+ COLLEC(I.E "C(IO'- "'D )'IO' *ORM"(IO': In <urope an industrial de)elopment come in "#th centur . Man skilled ,orkers 5oined the industr and the produced industrial *oods. 7o there becomes a demand of the skilled ,orkers. 'han ,orker think the make union.0Gni*hts of labor0 ,as the first union that ,as de)eloped in that time. -hen machiner come in to industr than emplo er replace ,orker ,ith the machiner than there become a need to make union. 6ther reason to form a union is that to impro)e the standard of their ,orkers. /Gni*ht of labor0 ,orked a lot for the benefit of ,orkers but a bomb blast occurs. In that bomb blast man police officers and people killed. In that time the popularit of union mo)e to,ards decline and man people make their o,n union like /'he American 1ederation of labor0. 1irst president of the union ,as /7amuels Gompers0. After time passes man other unions come in to pro*ress. In "F0 industrial ,orker of ,orld AI--C replace /A1L0. 'he main aim of this union ,as to defeat capitalism.A@<:<>?6 A>@ 96=I>7+ 200DC &.7 L"3O)R LE0I-L"(IO':

'he or*anization that are not ,ell kno,n. 'he emplo ees of that or*anization face a lot of problem. 7ome time the face miss mana*ement+ emplo er not follo, planned procedure. 7ome time documents ,ill be ,ritten in that lan*ua*e ,hich emplo ees don4t kno, that4s ,h there are some la,s applies ,hich sol)e the problem of emplo ees and kept the or*anization and mana*ement on le)el. AM69A>+ 2000C

10

&.8.

)'IO' O39EC(I.E-: <)er union has their ob5ecti)es. 'he main aim of this to *et information ho, the kept relationship ,ith their emplo erI &.8.& OR0"'I5ED L"3O)R:- -(R"(E0IE: union has *reat importance. If compan order to shut do,n the factor but if there is unionism e(ists than that ,ill not possible. 'he ,ill *o to strike and fi*ht for heir ri*hts.

&.8., )LLI'0 (HE )'IO' (HRO)0H: If there is an problem in plant. ;nion ,ill *o to strike and the ,ill not ,ork due to the strike. Ma be that compan ,as producin* a lot of benefit. so the ,ill bear a lot of loss. so this is necessar for companies that the ,ork ,ith the union. &.8.1 OLI(IC"L I'.OL.EME'(: If a politician support union than members in the union con)ince others to *i)e )ote to that person. &.8.2 )'IO' -"L(I'0: Is the process in ,hich ,e or*anize emplo ees for other kind of ,ork in the factor . &.8.6 3)ILDI'0 OR0"'I5I'0 *)'D-: ;nion creates a lot of funds. If union *i)e funds to the members than the ,ill attract to,ards.A9.-A8>< M6>@8C &.;. )'IO' -(R)()RE: 'here are three le)els. "%local union 2%national union $%federation &.<.& LOC"L )'IO': In local union ,e check ho, local person or indi)idual deal ,ith their boss dail . 'here are t,o kinds of local unions. &.<.&.& CR"*( )'IO': All the members ha)e a particular skill in his localit . 'here are also trainin* pro*ram to *ain that skill. &.<.&., I'D)-(RI"L )'IO': 'his union consists of ,hole people that ,ork in a factor or plant called industrial union. &.<., '"(IO'"L )'IO':
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7impl ,e can sa national union is a collection of local union. >ational union *ets financial support from the local union and nation union in return *i)e educational ser)ices+ publish ne,s paper. &.<.1 *EDER"(IO'3 this helps him people ,ho ha)e different t pe4s o union but all union ha)e some similar interest. Main aim of federation to keep the ima*e hi*her.ths ,ant to kept friendl relationship bet,een national unions. A9. -A8>< M6>@A8200FC

&.&= /H+ DO /OR>ER- 9OI' )'IO': 'here are a lot of reasons ,hich create a need to 5oin union. 'his )aried from time to time. 'his ma be due to 5ob+ mana*ement problem. &.&=.& ERCE (IO' O* (HE /OR> E'.IRO'ME'(: If ,orkers are not satisfied ,ith 5ob than ,orkers *oes to,ards unionism. 1or e(ample3 if ,orker is not satisfied ,ith their ,a*es. He think he ,orks *reater than their ,a*es or emplo think there is un e.ualit in the or*anization than he ,ill *o to,ards unionism. &.&=., ERCE (IO'- O* I'*L)E'CE: If one ,orker ,ants that their idea comes in the or*anization. <)er one ,ant to hold the or*anization than ,e can sa desired influence propensit to unionize. &.&=.1 EM LO+EE 3ELIE*- "3O)( )'IO': If emplo ee ha)e belie)es that if he cannot *et their ri*hts than he ,ill 5oin union after dishearten b or*anization. 'he ,ill mo)e to,ards union for *ettin* ri*hts. AMILG6HI:H A>@ =6;@9<A; "F##C

12

CO'(R"C( "DMI'I-(R"(IO': Labor contract is e(istin* deed that *o)erns the e)er da emplo ment relationship. :ontract administration is the most si*nificant and bi**er part of collecti)e bar*ainin*. It is )er important for establishin* a *ood relationship bet,een union and mana*ement durin* the period of contract. Generall + contents of contract cannot be chan*ed until termination date+ but occasionall + chan*in* is possible b mutual consent. ROLE O* H)M"' RE-O)R-E- M"'"0ER I' CO'(R"C( "DMI'I-(R"(IO': :ontract administration is e)er da action in ,hich human recourses mana*er pla s a )ital role. Ge responsibilit of H9%mana*er is as underJ "C Gi)in* counsel on matters of re*ulation. 2C -ork to resol)e *rie)ances. $C Helpin* first line super)isors to set up effecti)e relationship ,ithin the conditions of contract.AMond + 200FC 0RIE."'CE: 1ormal disa*reement bet,een emplo ee and administration on the e(ecution of contract is *rie)ance. M"I' C")-E- O* 0RIE."'CE: Grie)ance is ma5or part to talk about in contract administration. It is the main problem encountered in administration of contract. 1ollo,in* are the main causes of *rie)anceJ Interpretations of contract b ,orkers and mana*ement are differin*. Hiolation of contract conditions. @estruction of rule. Hiolation of ,ork actions or other precedents.

13

Mana*ement percei)es unreasonable treatment of an emplo ee. AMilko)ich and =oudreau+ "F##C

)'IO' MEM3ER-HI I' )'I(ED -("(E-: ;nionization in ;nited 7tates ,as started in late "E00s.About 200 ears there ,as labor conflict+ but si*nificant union *ain be*an in "F$&.In "F4&+ union membership increased to its peak of about $& percent. Ho,e)er+ there ,as stead decline after "F4& as sho,n in fi*. A@ecenzo and 9obbins+ 2002C

;nion membership has decreased from hi*h percenta*e of $& percent in "F4& to 22 percent in 200$.About "&.# million ,orkers ,ere represented b unions that ,as "2.& percent of total ,orkers includin* E.F percent of pri)ate sector emplo ees. A:ascio+ 200DC 6ccupational in5uries3 'o increase the producti)it of an or*anization there is a need to make emplo ees health and fit b pro)idin* them safe ,ork place. 9ules and re*ulations are formed to reduce the occupational in5uries and illness of ,orkers . occupational in5uries are discussed here In?uries cause$ @y Aarm!ul cAemical pro$ucts A number of ne, chemical products are introduced and used in the ,orkplace e)er ear ,ithout pro)idin* sufficient information about harmful effects of these chemicals. It
14

results in different t pes of in5uries+ skin and other diseases due to to(ic effects of the chemicals. In?uries $ue to overuse o! tissues: -orkin* for a lon* time continuousl is resulted in pain and other diseases of neck+ chest+ shoulder+ elbo,s and ,rist etc. In?uries $ue to stree: 7tress of a burden of ,ork responsibilities of famil and increasin* terrorism affects the emplo ee4s ner)es s stem that can be the cause of man ,orkplace in5uries COMMO' /OR> L"CE I'9)RIE-: :ountless in5uries durin* the ,ork are bein* suffered b ,orkers. 1ollo,in* are the in5uries that indi)iduals suffer fre.uentl J "C Accidents caused b motor%)ehicles 2C In5uries as a result of fall and slip. $C In5uries due to fall of hea) ,ei*ht items durin* liftin* them. COMMO' /OR> L"CE DI-E"-E-: 9eason of a specific disease can be difficult to identif for the ,orker. 1ollo,in* are the ordinar diseases that are suffered b emplo ees durin* performin* their 5obJ "C Hearin* abilit can be dama*ed b ,orker due to ,orkin* in a earsplittin* en)ironment. 2C >oise can affect the health+ confidence+ and producti)it of a ,orker. $C >oise is also destructi)e for ner)ous s stem of a person. 4C =lood )essels of brain can be affected badl . A67HA standard noise is #& decibels.C &C @iseases in the result of food poisonin* are also suffered.

15

C")-E- O* /OR> L"CE "CCIDE'(-3 'here are t,o ,ide causes of ,orkplace accidents. "C Insecure ,orkin* conditions. 2C @an*erous ,ork procedure

"C I'-EC)RE /OR>I'0 CO'DI(IO'-3

It means that the surroundin* of ,orker is harmful .-orkin* conditions are of t,o t pesJ "."K Insecure pAysical con$itions3 Bh sical conditions can be the reason of ,orkplace accident ,hen e.uipment is fault + machine *uards are poor or there is no defensi)e e.uipment.

".2B Insecure environmental con$itions: <n)ironment can be dan*erous for the ,orker ,hen there is noise+ radiation effect in ,orkin* area+ dust or fumes.

2C D"'0ERO)- /OR>

ROCED)RE: 6ther main reason for ,ork place accident

is that the nature of ,ork is harmful.

A stud of ,orkplace accident sho,s that about &0 percent of accidents are caused b ,orkin* conditions+ 4& percent because of ,ork nature and & percent due to unkno,n reason. 'here is no sin*le reason behind an accidentJ ho,e)er a number of reasons can be the cause of an accident.A:ascio+ 200DC

A-a ne 1. :ascio+ 200D.Mana*in* human resources.'ata McGra, Hill publishin* compan ltd.patel na*ar+ >e, delhi.C

LE0"L I--)E- REL"(ED (O HE"L(H "'D -"*E(+:

16

'o defend ,orkers from illness and diseases+ a number of la,s and rules are formed b different health and safet administrations. /6ccupational Health and safet act0 is )er important to discuss here. It is the act passed b con*ress la, political part in "FE0. Occupational AealtA an$ sa!ety a$ministration CO-H"D: It is a mana*ement or*anized to implement 6ccupational Health and safet act to protect ,orkers from sickness and diseases. Its main purpose is set health and safet standards that appl to all ,orkers in ;7A. A@essler+ 200&C AGar @essler+ 200&.Human resources mana*ement+ Bearson prentice hall ;7A.C Accordin* to 67HA to make ,orkers protected from an ,ork place accident and common t pes of diseases follo,in* are some rulesJ "C <mplo ees ha)e a ri*ht to kno, about in5urious conse.uences related to ,ork. 2C :ompan must issue hazard situations to ,orkers. $C <mplo ee has a ri*ht to refuse to ,ork in dan*erous conditions. 4C <mplo ers must keep plant and place of ,ork in a safe ,orkin* condition. Hiolation of these rules made b 67HA can be resulted in form of prison and fines for the or*anization or emplo ers.AC

Compensation laws: :ompensation means to *i)e emplo ees a premium to fulfill e(tra treatment e(pense and other lose of income due to ,orkplace in5uries and diseases. Mostl + compensation benefits are *i)en to emplo ees in spite of ,orkers carelessness+ ho,e)er + same or*anization refuse to pro)ide benefits if the in5ur ,as due to use of an t pe of dru*s AAlcohol+ adalat ::+ Al)eseco+ Amar l etc.C
17

:ompensation la, does not *i)e benefits to ,orkers in follo,in* conditions. In5ur due to stress of famil responsibilities Bain due to ,ork fati*ue -orker has made unreasonable claim compensation la, states the obli*ations of both the emplo er and emplo ee in case of in5ur occurred. Employer responsi@ilities: <mplo erA super)isor C must inform the insurance compan about the in5ur of particular ,orker ,ithin E da s. <mplo er must compensate all t pes of ,orkplace in5uries and diseases. :ompensation is not pro)ided if the in5ur ,as due to ,ish of emplo ee to make himself harmed due to an t pe of stress. :ompensation ,ill not be paid if the in5ur ,as due to use of alcohol or an other dru* durin* ,ork. :ompensation must be *i)en e)en the in5ur ,as due to carelessness of emplo er. /or#er:s relate$ rules: in5ur must be informed to super)isorLemplo er all of the sudden <mplo ee can inform directl to insurance compan if the super)isor is not obe in* the compensation la,s. OSHA
18

He can select a doctor from list pro)ided b compan <mplo ee can refuse to ,ork durin* his treatment 'o dismiss a person for a claim is a*ainst the la,. <mplo ee can *o to court to take his ri*ht if the claim is denied.

It was established in 1970 by the labor department of U.S. it is made to create safe working environment to ensure safety and health environment by reducing occupational diseases and on the ob in uries. Purpose of OSHA !ncourage employers and employers to implement safety and health program to reduce workplace ha"ards. #o do research to find new ways to deal with occupational safety and health problems. !stablish responsibilities and rights to achieve better health and safety condition. $ave recordkeeping and reporting system to monitor ob related in uries and illness. %rgani"e training program. &evelop standards to follow &evelop' analy"e evaluate and approve state occupational safety and health program. Standard: Its duty of %S$( to develop standards and enforce them at workplace. #he employers must responsible to get all standards applicable at workplace )eneral industry standards main tine standards construction its regulation and procedure Recordkeeping and Reporting: #here was no systematic way to maintain and make the workplace safe for workers before %S$( came into e*ist. %S$( state the rules for health and safety of +orkers to reduce the in uries.

19

(ccording to occupational safety and health (ct 1970' some organi"ation must record the workplace accidents on the log of work related in uries and illness. ( log is a document that records total condition and story of an accident. ,when' how where ' why an accident occurred.ield operations manual !mployer must records all in uries and illness occur at their workplace . Occupational illness: (bnormal condition or disorder caused by environment factors. Illness include acute and chronic caused by inhalation' absorption' ingestion or direct contact with tonic substance or harmful agents. Occupational injuries. In ury such as act fracture sprain or amputation result from work related accidents Workplace Inspection: Inspection are done by %S$( to determine that either the standards made by it are actually implemented or not in the workplace activities /ompliance safety and health officers, /S$%s- are selected by %S$( for the purpose of Inspection. /S$% has power to take following actions. $e can visit any factory' organi"ation plant the place of work etc at any time without informing the employers before. $e can check that how much the standards are being followed by organi"ation related to health and safety. $e can check working conditions' e0uipment machine etc and can ask employers about environment provided to workers. $e can also ask 0uestion to workers about their needs

20

$e can check logo of health and safety. (fter visiting the plant or workplace ' /S$%s holds a meeting with employer in which problem' need and risky condition that /S$%s have observed during tour.

Citation and penalties: /itation includes warring about the law that are not being followed and implements by employee and there is time period mentioned in which rules must be implemented. 1enalties includes notices of fine or criminal punishments. .ollowing are some types of violations in the result of which citation is made and penalties are declared. 2ot so much dangerous violation It is violation whose conse0uence are not in the form of death or harmful in ury. 1enalty can be inform of 37000 per violation. /hoice is on you to analyses how much should be up to the fine. &angerous violation 4iolation that can be resulted in form of death or serious in ury. 1enalty of up to 37000 fi*ed by %S$(. 4iolation in spite of knowing the results can bring up to 31000 fire and other possible punishment . &oing some violation again and again can be punished in form of up to 370000 fine. %f recording and reporting is not an actual bases' it can be punished in form of 310000 fine Unfair behavior with /%S$s can bring a 3 5000 fine.

Emplo er Responsi!ilities.
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!mployers have responsibility to provide safe workplace that doesn6t have serious ha"ards and follow all %S$( standards. 1rovide ha"ards free workplace and follow standards' rules and regulation of %S$( act. !nsure that employees are using safe tools and e0uipment and maintain e0uipment properly. 1otential ha"ards should be warm by using codes' posters' labels or sign /omminute operating procedure to the employees so that they follow the safety and health re0uirements. 7edical !*amination Should be done by %S$( 8eport all fatal accidents 9eep records of work related in uries and illness 1rovide access to employee medical records )ive training the employers about ha"ards 1ost %S$( citation' in uries' and illness data where employees will see them Emplo ee Rig"ts !mployee has rights to seek to safe workplace without fear of punishment. !mployee has right to complain about ob safety and health ha"ards. #hey can participate in committee on union activities about safety and health. 8e0uest your employers to get information about %S$( standards. +orkers in uries and illness' ob ha"ards and employee rights In case of ha"ards or violation re0uest employers to take action /omplain if feel any violation of %S$( act or ha"ards
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)et involve in %S$( inspection /omment on modification of %S$( standards

#ature of stress Stress is not specific things. It any event occur or our reaction towards that event is called stress. Stress has positive as well as negative effect. Potential conse$uences of stress. Stress may be occur by the use of alcohol or other drugs. #his become much dangerous for the individuals. #his decrease the performance as well as health.

-tress !ull 9o@s

Some obs are more stress full but some person who make control on the ob than they make less stress for their ob.

OrganiEational *actors. Corporate culture.

7any polices and rules are regulated in the organi"ation' that rules create a lot of stress for the organi"ation.

9o@ itsel!.
Some work:related to the management create stress itself . people have a lot of responsibilities than can create a stress.

/or#ing Con$itions:
Some times machine also create stress. 7achine and poor e0uipment create noise and this noise affects the standards of employee.

ersonal *actors.
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Same time internal environment create stress like family

*amily;
If any problem occur in the family like divorce this create much stress. +omen take less stress than men . when problem e*ists home as well as in office than double problem occur.

*inancial ro@lem.
.inancial create a lot of stress on the employee and this will decrease the performance.

Managing -tress:
!very individual have a stress about any thing . only dead person are these who have no stress. E%ercise. Stress come due to dis:balance between the chemical of the body. +hen we do e*ercise balance will be occur and stress will remove &ollo' good "a!its If we use the food in a not people way than stress will occur but eating on proper time will remove that stress. (no' '"en to pull !ack; If we don6t take rest than stress will occur than rela*ation is thw thing which remove that stress and individual become normal.

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EtAics: Intro$uction: 'he topic of ethics has *ained so far unkno,n si*nificance toda because of se)eral e(amples of unethical beha)ior on the part of the or*anization+ as practiced unfair labor and emplo ees failed to maintain producti)it minimum and the results e(pected of them. >e,s materials and ne,s+ on a dail basis+ ,e pro)ide information about the failure of indi)iduals and or*anizations to li)e up to e(pected standards of ethics and moralit . 'he rankin* recent collection of heads of enterprise% le)el corruption and dishonest of4" countries sho,s IndiaJ amon* the three nations of t,o others are Indonesia and :hina. :orruption inde( in India ,as 2.E# A"0 Mfree of corruption and 0 M totall corruptC+ 5ust belo, Me(ico+ ,hich *ot $."$. >e, ?ealand ,as considered the countr most corruption%free ,ith a score of F.&&A=usiness India+ 200"C /Ay EtAics: 'he issue of ethics has al,a s been one of particular importance in the profession and has *ained *reater importance in the modern ,orld because of the )ariet of reasons. 7ome of these reasons are presented belo,3

&. Responsi@ility to customers: the interest of the customers has the hi*hest priorit . 'his is truer than esterda + because customers are no, e(posed to the media+ are better educated and kno, ,hat the ,ant. 'o note an de)iation from the e(pectation of ethics and easil become a source of friction in the or*anization%client relationships. 'his is confirmed b the consumer mo)ement and the :ourt of consumers ,ho are le*all authorized to settle disputes bet,een customers and companies establish immortalized. And professional abilities+ skills and e(perience a)ailable to *i)e customers a reasonable and le*itimate. If this is re5ected+ this creates a problem in the e(ercise of responsibilit to customers.
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,. Responsi@ility to tAe ro!ession: 'he ,ord profession comes from a Latin ,ord meanin* professione a public statement. 'he be*innin*s ,ill ,ork as the act of recordin* reli*ious a public pled*e. 7,earin* is still an important part of the entr in man professions. 'oda + throu*h the concept of profit profession+ the contract chan*ed both the pro)iders and recipients of ser)icesJ there has been no compromise on the responsibilities of the profession. Moral responsibilit for the profession itself to its reputation for hi*h personal standards and support of their reputation in societ in *eneral to stren*then

De!ining EtAics: <thics is *enerall defined as a set of principles prescribin* a code of conduct that e(plain ,hat is *ood and bad and ri*ht and ,ron* and et percei)ed oral duties and obli*ations. <thics is the bod of rules or principles of human conduct that *o)ern the beha)ior of indi)iduals and *roups.

Bhe*ade A"FFEC defines ethics as morall acceptable standards of rules+ principles and obli*ations of the *roup and societ that each member of the *roup or societ ,ishes to all+ includin* those to follo,.

'he definition of common sense and immediatel ob)ious business ethics must be somethin* *ood in the sense of Nmoral norms that *uide the operations and business operations.N =ut once ,e be*in to ask more *eneral .uestions around the sub5ect+ the precise nature of business ethics in action becomes much more murk and contested. 'he fundamental .uestion is ,h ,e need different sets of ethics for different sections of our li)es. -h + for e(ample+ is it the implicit assumption that business ethics should be an different ethics that *o)ern our famil lifeI 6r more off our social life outside of ,orkI
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Is it not enou*h that there is one set of basic moralit that *o)erns all our actionsI 'here are no eas ans,ers+ but this brief article e(amines the three main schools of *eneral ethics and issues such as ethics are often discussed on the basis of business ethics. 'he first paradi*m of broad ethics is that our basic moralit is rooted in the Apocal pse. <ach of the ma5or reli*ions of the ,orld has a moral belief on ho, full it is suitable and appropriate for carr in* out the essence of life. 'he second broad paradi*m is that of ethics b decree. It is the la, of man as opposed to the di)ine la, of 9e)elation. As trade and commerce ha)e increased steadil throu*hout the a*es+ trade le*islation also directed *ro,n e(ponentiall be ond the essentials of o,nership+ ta(ation+ and theft. A third+ more recent Abut perhaps it refers to much earlier tribal da sC concept of ethics is the conte(t. 7uch a relational point of )ie, re5ects the notion of di)ine ri*ht as absolute and ,ondered if tr in* to plu* all the holes b a state re*ulation is an effecti)e ob5ecti)e moral. In this case+ the ethical e)aluation on areas not co)ered primaril b the le*islation must ,ei*h the competin* interests alon* concepts such as natural 5ustice+ e.uit + po,er imbalances and the potential for sustainable trade mutuall beneficial. 'hese frame,orks o)erla a more finel *rained business in dail practices and e(ceptional businesses and other institutions % the corporate culture. @ebates in)ol)e concepts such as absolute honest + the situation ,ithholdin* full disclosure+ or strate*ic deception. -ith re*ard to the ,hole ecolo*ical structure economic considerations in achie)in* reco*nition of the ri*hts of second and third parts ,ill not be destro ed b a**ressi)e action unhindered and ,isdom to deal ,ith respecti)e business as+ first+ ,ar+ or+ secondl + a communit of )alue%added acti)it . :ontradictor beliefs of the people pro)e e)er da in e(pressions such as NItOs 5ust businessN A,hich tries to e(onerate the trade of all but the hardest of le*islati)e controlsC and+ con)ersel + in the aspirations such as N-e do thri)e on creatin* ,in%,in situations ,ith partners and customers.0 'he ke is that business ethics are different forms+ dependin* on ho, broad moral paradi*ms pla a*ainst specific corporate culture % and the certainl feed directl throu*h into the bottom line of trade.

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Author Malcolm <)ans is one of the foundin* partners in 'he :ulture ship Bractice+ specialists incorporate culture and business ethics. Article 7ource3 http3LL<zineArticles.comLIe(pertMMalcolmP<)ans

Co$e o! EtAics

RO*E--IO'"L RE- O'-I3ILI(+

As a certified H9 Mana*ement Institute+ ou are responsible for added )alue for or*anizations to ser)e ou and contribute to the success of the ethics of these or*anizations. 8ou accept the professional responsibilit of our decisions and actions of indi)iduals. 8ou are impro)in* a fan of the H9 profession b en*a*in* in acti)ities ,hich his credibilit and )alue. 'he are3

". Adhere to the hi*hest standards of ethical and professional beha)ior. 2. Measurin* the effecti)eness of human resources or to achie)e the business ob5ecti)es. $. 1ulfill the la,. 4. -orkin* steadil on the )alues of the profession. &. 7tri)in* to maintain the hi*hest le)els of customer ser)ice+ performance and social responsibilit to achie)e. D. Ad)ocate for appropriate use and appreciation of human bein*s as emplo ees.

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E. Ad)ocate openl and ,ithin the established forums for debate to influence decision%makin* processes and outcomes.

RO*E--IO'"L DE.ELO ME'(

As H9 Mana*ement Institute certified ou must stri)e to meet the hi*hest standards of competence and are committed to continuousl enhance our skills. 'he are3 ". :ommit to lifelon* learnin*+ skills de)elopment and application of ne, kno,led*e+ because ou both for the mana*ement of human resources and or*anizations for ou. 2. :ontribute to the bod of kno,led*e+ the de)elopment of the profession and the *ro,th of indi)iduals throu*h teachin*+ research and dissemination of kno,led*e.

E(HIC"L LE"DER-HI

As H9 Mana*ement Institute certified ou are e(pected to e(ercise indi)idual leadership as a role model for maintainin* the hi*hest standards of ethical conduct. 8ou ,ill3 ". be ethical and act ethicall in e)er professional e(chan*es. 2. Question pendin* indi)idual and *roup actions ,hen necessar to ensure that decisions are ethical and are implemented in unethical manner. $. 7eek e(pert ad)ice if in doubt about the ethical le*itimac of a situation. 4. 'hrou*h teachin* and mentorin*+ champion the de)elopment of others as ethical leaders in the profession and in or*anizations.

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*"IR'E-- "'D 9)-(ICE

As H9 Mana*ement Institute certified ou are morall responsible for promotin* and fosterin* fairness and 5ustice for all emplo ees and their or*anizations. 'he are3 ". 9espect for the uni.ue and intrinsic )alue of each indi)idual. 2. Bromote 'reat people ,ith di*nit + respect and compassion ,ith a ,ork en)ironment free from harassment of confidence+ intimidation and unla,ful discrimination. $. Make sure that e)er one has the opportunit to de)elop their skills and ne, skills. 4. <nsure an atmosphere and a commitment to di)ersit in the or*anizations for ou. &. @e)elopment+ mana*ement and promotion of policies and procedures to promote fair treatment+ consistent and fair for all. D. 9e*ardless of personal interests+ support decisions made b our or*anization that are both ethical and le*al done. E. Actin* responsibl and reasonable practice in the countr or countries in ,hich or*anizations ,ork to ser)e ou

CO'*LIC(- O* I'(ERE-(

As the H9 certified ou must maintain a hi*h le)el of trust ,ith our stakeholders Institute. 8ou must protect the interests of these stakeholders and professional inte*rit and should not en*a*e in acti)ities that create conflicts of interest+ apparent or potential interest. 8ou ,ill3 ". Adhere to and ad)ocate the use of published policies on conflicts of interest ,ithin our or*anization. 2. 9efrain from usin* our position for personal+ material or financial *ain or the appearance of such. $. 9efrain from *i)in* or recei)in* preferential treatment in the
30

process of human resources. 4. Brioritize our obli*ations to identif conflicts of interest or appearance thereof. &. -hen conflicts arise+ ou ,ill connect to rele)ant stakeholders.

)-E O* I'*ORM"(IO'

7ince the H9%certified must take into account and to protect the ri*hts of indi)iduals+ especiall in the ac.uisition and dissemination of information ,hile ensurin* honest communication and facilitate informed decisions Institute. 'he are3 ". Ac.uire and disseminate information on ethical and responsible manner. 2. <nsure that appropriate information on decisions that used the emplo ment relationship. $. In)esti*ate the accurac and source of information before the are used in decisions related to emplo ment. 4. H9 Master @ata Maintain updated and accurate information. &. Brotect restricted or confidential information. D. 'ake appropriate measures to ensure the accurac and completeness of the information on H9 polic and practice. E. 'ake appropriate measures to ensure the accurac and completeness of the information transmitted trainin* used in connection ,ith human resources @isciplinary rocess an$ roce$ures @isciplinar proceedin*s H9 Mana*ement Institute 6ffice ha)e been de)eloped to a fair and reasonable for the professional use of the forces of Human 9esources Mana*ement of the Institute+ be brou*ht a*ainst char*es of ethics code )iolations and personal responsibilit . &. rocess (ype % 'hese procedures are the onl ,a to sol)e an administrati)e fees Human 9esources Institute for <thics and complaints. 'he Human 9esource Mana*ement Institute has announced the e(clusi)e po,er to in)esti*ate cases or

31

ethics+ re*ardless of circumstances. = appl in* for certification or recertification )ote professionals of human resources+ that the do not implement a*ainst the authorit of the @epartment of Human 9esources Mana*ement to the :ode of ethics and personal responsibilit + discipline procedures and other measures+ and ,ill not challen*e the 9esults of the human enterprise mana*ement measures taken in accordance ,ith these policies in a le*al forum and *o)ernment. 'his disciplinar procedure is not formal le*al proceedin*s+ as man formal rules and practices of the le*al proceedin*s are not met. 'he rules are intended to pro)ide a fair trial and fair pla . ,. InFuiry % ;pon receipt of the ,ritten re.uest+ the H9 :ertification Institute staff ,ill re)ie, the alle*ations to determine ,hether further in)esti*ation is ,arranted. >o in)esti*ation is made if the certification of each claim has e(pired or more than 24 months occurred before+ ,hen the Human 9esources Mana*ement Institute notes that there should onl be considered *rounds for complaint. $. In)esti*ation % -hen emplo ees of an in)esti*ation+ the accused+ po,ers of the H9 :ertification Institute are *i)en ,ritten notice of in)esti*ation must be determined beha)ior. 'his notice shall state the *eneral nature of the alle*ations. 'his person is $0 da s a ,ritten response file. If no response is recei)ed ,ithin $0 da s allocated+ the =oard ,ill re)ie, to a committee staff on the basis of the information pro)ided. 9e)ie, staff consists of mana*ers are empo,ered b the Go)ernin* :ouncil to consider the complaint and a final decision. If the decision that no action be taken to the accused and the complainant ,ill be notified b the final decision of the 5ur . 2. Committee Hearing % If the staff re)ie, determines that discipline is earned+ ,ill be a hearin* before a hearin* panel. 'he accused has the ri*ht to appear personall or be represented b counsel at the hearin*. After the final deliberations of the 5ur + the accused and the complainant ,ill be notified b the last public hearin*. 'he 5ur is composed of at least three people. At least one member of each Hearin* Banel+ a board member of Human 9esources Mana*ement Institute+ and at least t,o members of the 5ur + at least one of the po,ers of the Human 9esources Mana*ement Institute hold. 'he 5ur is used b the H9 Mana*ement Institute of the
32

Go)ernance :ommittee under the same criteria for selectin* board members are appointed. 'he 5ur ,ill make its findin*s and recommendations for action to the full board of H9 Institute of Go)ernors+ after considerin* all facts and recommendations for a final decision. 6. Resolution % 'he accused and the accuser ,ill recei)e ,ritten notification of the decision of the 5ur .

*orms o! Discipline

If the reason for the discipline is considered 5ustified+ the Human 9esources Mana*ement Institute =oard of Go)ernors ma impose an of the forms of discipline belo,3 ". Bri)ate censure 2. Bublic letter of ,arnin* $. 7uspension of the ri*ht to use the human resources mana*ement Institute mark for a specified period of time 4. Bermanent re)ocation of the ri*ht to use the Human 9esources Mana*ement Institute brand Discipline 0roun$s

". An act or omission ,hich )iolates the criminal la,s of an state or countr in ,hich the person resides or ,orks. 2. An act ,hich is the appropriate basis for suspendin* a business license. $. An act or omission that )iolates the rules of human resources mana*ement of the Institute and the procedures for obtainin* or maintainin* certification or is considered a material breach of this :ode of ethics and personal responsibilit . 4. 1ailure to respond to an in.uir re*ardin* an alle*ed ethics )iolation b the board of H9 mana*ement of the Institute or the hearin* panel H9 Mana*ement Institute ,ithout 5ust cause.
33

&. 6bstruction of the Institute of H9 Mana*ement Banel Hearin* performance of his duties. D. An false or misleadin* statement to the :ommission H9 or H9 Mana*ement Institute 'rainin* Institute (Ae Role o! HR in OrganiEational EtAics an$ *airness: It ma be important to talk toda is ho, ,e inform the research on the centralit of human resources professionals and should pla in ethics mana*ement. 9esearch results su**est that successful ethics mana*ement rather than on formal ethics pro*rams and more dependent on emplo ee perception of fairness+ ethical leadership at all le)els and tar*etin* se)eral formal and informal s stems for the cultural promotion of ethical beha)ior. 'o the e(tent that H9 s stems rel on the fairness of the assessments+ H9 mana*ement and trainin* desi*n H9 s stems to create and maintain or*anizational culture must+ H9 professionals pla an important role in the mana*ement of ethics. 9esearch has sho,n that ,orkersO representati)es perception of fairness are e.uall or more important than other factors in their influence on the results in relation to ethics. 1air treatment is important because emplo eesO perceptions of the unfair treatment to balance the scales of 5ustice b destro in* the or*anization. <mplo ees ,ho recei)e a fair treatment+ on the other hand+ this ,ill help ou throu*h to the :all of @ut on Mana*ement Areportin* of ethical problems+ for e(ampleC. 'o ensure that emplo ees feel fairl treated+ it is important that H9 s stems and inter)entions to the percei)ed fairness de)elop as an important *oal+ ,ith an emphasis on techni.ues Afair rulin*C and interaction Ainterpersonal 5usticeC e.uit . <mplo ee perceptions of fair treatment should be re*ularl monitored b staff sur)e s+ and chan*es must be based on the results. It is also important for H9 mana*ers+ ,ith the <thics 6ffice of the important labor compliance L monitors the ethical concerns of emplo ees+ since a lar*e percenta*e of reported problems of e.uit and human resources related to the s stem. Most people e.uate ethics and fair pla to them there is no clear line bet,een ethics and H9 offices. <thical leadership is essential to creatin* an ethical ,orkforce. It is a m th that emplo ees full moral trained staff ,ho can in%:hief N,hen it comes to ethics *oes. 9esearch sho,s that most people look out,ard to other important people for *uidance
34

in ethical dilemma situations. If no such leadership and *uidance pro)ided for the head of the or*anization for emplo ees else,here+ probabl from their peers. Accordin* to research on ethical leadership+ a leadin* pro)ider of ethics as a leader ,ho cares has heard ,hat ou ha)e to sa the emplo ees+ and has the best interests of the emplo ees in the e e. In addition+ communicates an ethical leader ethics and )alues are displa ed. -hen makin* decisions+ he L she ask N,hat the ri*ht thin* to doIN An ethical leader as a role model for ethical beha)ior and his personal life in an ethical manner. 'his model is accepted b the emplo ees and is an e(ample of ho, to do thin*s in the ri*ht direction in terms of ethics. An ethical leader considers all responsibilit and defines success not onl b results but b ho, the are obtained It is important that H9 mana*ers performance mana*ement desi*n+ professional de)elopment and trainin*3 " Hold leaders responsible for the ethical dimension of their leader+ 2nd Identif leaders of the ethics and count on them for other models and mentorin*+ $ Inte*rate the ethical dimension of leadership in all pro*rams of leadership trainin* and de)elopment.

CO'CL)-IO'

H9 s stems are important for the de)elopment and maintenance of ethical culture. 6ne of the steps can H9 mana*ers is to e(amine ho, ethics and )alues fit focus in the desi*n of s stems such as performance mana*ement and re,ard s stems. H9 mana*ers can inte*rate the responsibilities of the ethics and )alues in the s stems of performance mana*ement+ so that the implementation of si*nificant ethical )alues+ the ,ei*hted fundin* decisions+ and Aas much as the bottom line resultsC to pa . In addition+ H9 mana*ers to concentrate on s stems of re,ard b re,ardin* a NmodelN for ethical beha)ior. 'o focus on the discipline+ disciplined+ and unethical beha)ior should al,a s be at a hi*h le)el+ sendin* a stron* si*nal that mana*ement means ,hat he sa s about ethics. 1inall + the efficient or*anization of ethics periodic e)aluation of the ethical culture. 6)erall+ H9 mana*ers and ethics+ as the cultural center or set up s stems to adapt ethical conduct+ to support a common *oal.

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