Академический Документы
Профессиональный Документы
Культура Документы
GROUP MEMBERS
SNEHA ADITI GUPTA SUMIT EKKA NEHA RAJ RAVI KR. ANAND ADHIR ALBERT LAKRA PROMOD HEMBROM ACHINT CHABBRA RAVI BAA ROHAN IGNATIUS CHARLY POOJA RANI PRITY KUMARI PRIYANKA PRIYA
2
Compliance
Norms, Customs, Practices Low trust, pluralist, Collective
Commitment
Values, Mission High Trust, Unitarist, Individual
Relations
Organizational Design
10
12
15
The Employee State Insurance Act, 1948 And Employees Provident Fund Act, 1952 The Industrial Employment (Standing Order) Act, 1946
16
Payment of Bonus Act ,1965 Payment of Gratuity Act, 1972 Trade Unions Act, 1926 Employees Compensation Act,1923
17
The NLRB is responsible for overseeing a particular union as the official bargaining representative of a group of employees, and hearing allegations of violations of the act from employers, unions and employee groups.
In the year 1957 code of discipline was formed for recognition of trade union but it was not mandated by a law. The recognition can be had by way of mutual agreement between the employer and the office bearers of registered trade union or by the orders of the Labor Court under certain conditions.
18
Group of employees petition the NLRB through assistance of a union representative to conduct an election NLRB requires at least 30% of the employees to have signed authorization cards, which indicate an expressed interest in having union representation from a specific union
An application for registration of a trade union is made to the Registrar of Trade Unions. No registration unless at least 10% or 100 of the workmen (whichever is less), subject to a minimum of 7, engaged or employed in the establishment or industry with which it is connected are the members of such trade unions on the date of making such application for the registration
19
endeavouring to compose any differences of opinion in matters of common interest, and thereby promote measure for securing and preserving amity and cordial relations between the employer and workmen.
20
Need to unionize
Benefits
Historical Background
Collective Bargaining
Collective bargaining is the process whereby workers organize collectively and bargain with employers regarding the workplace. In a broad sense, it is the coming together of workers to negotiate their employment.
22
23
PROSPECTIVE USERS
Anyone who has a paid job or who employs other people in paid work
Employers, employees and unions negotiating benefits such as wages, working conditions and related issues
24
Benefits to management
Workers have a voice and an outlet in the collective bargaining process that reduces uncertainty and instability in the workplace. Workers are often more motivated following collective bargaining as they have participated in the process and the outcome. Collective bargaining aids in labour market flexibility by helping workers to understand and accept the need for modernization and restructuring.
25
Benefits to workers
Collective bargaining provides workers with a collective voice which may be more effective than dealing with managers one by one. Collective bargaining helps ensure adequate wages and working conditions and helps workers to receive a fair distribution of gains that might result from the introduction of new technology.
26
27
28
29
30
34
35
Conclusion
Unions have a long and deep history in the world. Traditional approaches to negotiation usually involved the union trying to gain concessions from management and winning the negotiation.
36
Conclusion
However, to be successful in the future unions must:
Develop partnerships with employers Seek win-win outcomes to collective bargaining Enhance the performance of the organization
Unions need to consider that the jobs of today and those of the future are quite different from the jobs of the past
37
Conclusion
Countries such as Japan and Germany have extensive unionization and produce some of the highest quality, most technologically advanced products. Although employees clearly need to consider labor relations from a strategic perspective, union representatives must do so even more if they are to keep their unions viable for tomorrows organizations.
38
Case study
In July, 1994, United Airlines, the worlds largest airline, announced an employee stock ownership plan (ESOP) that would allow its unionized employees to acquire 55 percent of the companys stock in exchange for reduction in pay and benefit. The plan was immediately hailed as a breakthrough in labor relations in the airlines industry and applauded among investors, customers, employees, and management. Along the union members, united pilots were the biggest beneficiaries of the plan, receiving 25 percent of the company stock despite the fact that they constituted 10 percent of the workforce. However, the pilots had made the greatest financial concessions.
39
CASE STUDY
The initial result of the ESOP were overwhelmingly successful. Team were set up to analyze every aspect of the company operation, from fuel utilization to free-pass policies to employee family members. The team developed numerous cost-saving and morale-boosting measures that significantly impact probability. In following three years the price of the United stock nearly quadrupled in response to its enhanced financial performance.
40
CASE STUDY
The positive result, however, were short lived. Flight attendants, who were not included in the ESOP, became irritated at not being able to share in the companies success. As the employees with the greatest amount of public contract, their dissatisfaction and damaged morale affected customer service. In addition, the plan was only scheduled to operate for five year and nine months. Therefore, in 2000, employees stopped receiving United stock, and pay level return to pre-ESOP levels. Consequently, empolees no longer had as significant a personal stake in the companys ongoing financial performance. New employees were also not able to participate in the plan. perhaps the biggest problem with the plan for employees is that they are not allowed to cash in their stock until they retired from the airlines.
41
CASE STUDY
United management, seeing the ESOP as an unqualified success, reports that it allowed the company to reduce its cost structure and strengthen its competitive position. However , since United stocks hit its peak in 1997,its value has declined by close to 50 percent. Labor unrest with the pilots, who refused to fly overtime during contract negotiations, severely curtailed operations during the summer of 2000. United lost millions of dollars in revenue and the business of many loyal customers. Customers complaints about in-flight service rave skyrocketed. What initially appeared to be a strategic win-win approach to labor relations on the part of united has evolved into a longer term problem with no remedy in sight.
42
What is ESOP?
Its company shares given to employees for their service to organization. Employees are made owner of the company.
ITS PROCESS
According to SEBI(securities exchange board of India) the norms of ESOP are 1. Shares issued must be from the stock already issued to investors in share markets. 2. The company should have not made losses in previous 3 years. 3. It must be approved by shareholders in the AGM(Annual general meeting) by passing special resolution. 4. The shares must be given for consideration other than cash.
43
Failure of strategy
The shares were not allotted equally. It focus on the major player(pilots)of the organization. Organization politics. The strategy was implemented without any research. Non-flexibility of ESOP. Focus was made on short-term goal rather than long-term goal. Labor relations
46
THANK YOU
47