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MGMT2705 Industrial Relations
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MGMT2705 Industrial Relations
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Course Code: MGMT2705
University: University Of New South Wales
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Country: Australia
Question:
The way we perceive industrial relations determines, to a large extent, not only how we approach and analyze specific issues and situations but also how we expect others to behave, how we respond to their actual behavior and the means we adopt to influence or modify their behavior. Each participant has a different perception on reality which will influence his or her behavior and actions.In relation to the above statement and the topic of this research report writing, you are required to carry out the research (both primary and secondary data/information sources) on the following issues and write a report of the highest quality and content:a) What does industrial relation mean to you?b) What industrial relation strengths do you believe you have as a leader? Weaknesses?c) What has been your greatest influence as a leader on industrial relations?d) Strong Industrial Relations make other people feel strong and confident. What do you do to help others feel this way?e) What are three or four actions you believe are essential to enhance industrial relations at work place?f) What advice do you have for building strong industrial relation relationships and human resources in an organization?g) What are the major industrial relation challenges you face as leader and what strategies have you used to overcome these challenges?
Answer:
Introduction
The terminology ‘Industrial Relations’ consists of two terminologies: ‘Industry’ and ‘Relations’. One can describe “Industry” as any productive undertaking in which individuals are engaged. “Relations” on the other hand, implies the relations which exist within a given industry amongst the employers and their labor providers. The terminology industrial relations thus demarcate the association between human resources and management which stem unswervingly or circuitously from union-employer relation. Human resource management (HRM), on the other hand, is a term applied to explain formal systems implemented for the administration of individuals within a given organization. It is worth noting that in order to ensure strong relations in an organization, managers and leaders are supposed to adopt effective leadership styles which will promote the prosperity of these affiliations. Most of them are in pursuit of this but unfortunately they face so many challenges such as lack of dedicated resources, lack of modern HR technology to streamline it all, as well as increased demand and intricacy of compliance and administration necessities. Nonetheless, there are quite a number of approaches of coping up with these challenges to curb them from impacting on an organization’s plans.
Literature Review
Alsamawi, Murray, & Lenzen, (2014) argues that industrial relation simply refers to the decrees, responsibilities and employer and labor union commitments in a union work setting. According to him it is a post-industrial revolution expression which substituted the term “master-servant” applied to describe the connection between an employee and his or he boss. Buble, Juras, & Mati?, (2014) point out that the leadership styles applied by a company management and leadership team greatly impacts on industrial relations. All the leadership styles can contribute to prosperous industrial relations but adopting the best one makes them more robust.
What is more, as Collings, Wood, & Szamosi, (2018) hold, for industrial relations to yield significantly, Human resource managers play a crucial role of overseeing the most imperative component of successful business- a thriving, productive labor force. The HRM players suggest to the top administration group how to tactically supervise people as important business resources. These practices include coordinating employee benefits, recruiting, managing, hiring employees and suggesting member of staff training and development plans. In so doing, HR specialists act as consultants, not employees in a secluded business function; they direct managers on a lot of issues related to human resources and how they assist the organization attain its objectives.
Refslund, & Sørensen, (2016) in their work explore various industrial relations challenges encountered by leaders and streamline their operations. For managers and leaders to circumvent these problems, they need to introduce managers. Sometimes an organization can lack dedicated resources and also modern HR technology to stringent management and leadership styles deemed best in their respective work environments.
Methodology
In order to gather ample information regarding the big issue of industrial relations, I interviewed Jone Usamate, the current Minister for Industrial relations, Productivity, and Employment Opportunities in Fijian government. His response was used as the main source of data for this research. Besides, comments and suggestions based on the literature review will be provided at the culmination of this exercise.
Results and Discussion
Question1: What does industrial relation mean to you?
Usamate: As the name implies, industrial relations refer to the relationship between the workmen and management of a certain organization. Today IR plays an important role in work setting where the pleasant association between the employees and employers is wanted to have a continuous uninterrupted production.
Question 2: What industrial relation strengths do you believe you have as a leader? Weaknesses?
Usamate: As a leader I believe I have the ability to think critically and use logic to make decisions. In addition, I have good communication skills which enable me to interact and relate well with others. I also believe I have some weaknesses which I am working on to fix. Sometimes I show mistrust to the people I am in charge of. I lose their trust especially if they are new in a particular work setting. Also, once in a while they complain that I am not setting clear expectations and I often leave them with questions and in uncertainty.
Question 3: What has been your greatest influence as a leader on industrial relations?
Usamate: Through my leadership I have influenced the organizational values like ethics, tolerance, respect and honesty in my ministry by showing a superlative outlook in the workplace, incepting a vision amongst the human resources, reinforcing answerability, inspiring the people, creating a vision map for the culture and values.
Question 4: Strong Industrial Relations make other people feel strong and confident. What do you do to help others feel this way?
Usamate: By mainly appreciating their dedication and rewarding them for their contribution in workplace.
Question 5: What are three or four actions you believe are essential to enhance industrial relations at work place?
Usamate: Through say communicating the organization mission and vision and recognizing a job well done. I also achieve this by constantly reminding my subjects of the significance of their contribution in the organization’s final goal.
Question 6: What advice do you have for building strong industrial relation relationships and human resources in an organization?
Usamate: I can advice organizations to provide career development opportunities and also promote work-life balance. This way, they will be able to build strong employee relations in their businesses.
Question 7: What are the major industrial relation challenges you face as leader and what strategies have you used to overcome these challenges?
Usamate: I am not giving enough guidance to my subjects but I am getting enough training from qualified personnel on how to do it better. Also it is quite complicated for me to administer policies fairly and consistently in the ministry but I am currently arranging to get some help from other parties.
Summary and policy Recommendations
For organizations to succeed fully in embracing employee relations they should consider applying situational leadership style. This approach will encourage leaders to take stock of their staff members and consider the numerous variables in their respective workplaces. Situational leadership style will help managers and leaders to develop people and workgroups and establish relationship and to bring out the best in their subjects. Moreover, for an organization to easily achieve its human resource objective, it should set realistic goals and ensure they are well-communicated to all stakeholders. Allowing everybody aware of the company’s direction will inspire them and all of them will be on the same page. Meeting HR goals allows the firm to fulfill its objectives, which in turn, allows achieving the long-term business strategy. Agreeably, managers and leaders face quite a number of industrial relations challenges and it is imperative for them derive effective stratagems of handling them. They should be more proactive and irrespective of the situation, leaders should always do something. In addition, they should face conflicts squarely and use creativity to solve them successfully.
Additional reading materials:
Rainnie, Al. Industrial relations in small firms: Small isn’t beautiful. Routledge, 2016.
Watson, Ken. “Queensland’s industrial relations act 2016: Is there really anything new?.” Proctor, The37, no. 4 (2017): 16.
Knights, David, and Hugh Willmott, eds. Labour process theory. Springer, 2016.
Davies, Annette. Industrial relations and new technology. Routledge, 2018.
Figure:
Figure: Importance and Scope of IR. Retrieved from: https://www.authorstream.com/Presentation/sanjanaganesh925-2167755-importance-scope-ir/
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