Management and Employment Relations

The history of focal point is being traced with difficulties and it is only seen as a modern conceptualization. This difficulty contributes to its ide aloney possiveness nature. In premodern historical context it is traceable back to Sumerian slewrs and builders of the pyramids of ancient Egypt. Full exploitation and motivation of slaves fountaind problems. Many pre-industrial enterprises in their sm all(prenominal)-scale nature were never compelled to face issues of management. With increased scale of commercial operations devoid of mechanized record keeping and recording, management functions were unavailable.Management as an act involves the process of directing and coercive a group of people for purposes of achieving coordination and harmony of the group towards attaining a goal, which is far beyond the scope of individual efforts. Potential human resources, financial resources, technological resources and immanent resources are deployed and manipulated by means of managem ent1.The possibility of personifying the act of management also exists whereby the person or a team of persons performing this act is or are referred to as management and has to do with power by its nature and position.Functionally, management entails the art of getting things d unmatchable through people action of weighing a sum of money on regular basis and adjusting the initial plan and the action taken to reach the overall intended goal. The functions and divisions of management therefore entail planning, organizing, leading or motivating and controlling or coordinating all resources in the on the job(p) place2.Management falls under the undermentioned categories human resource management, operations or production management, strategic management, financial management and information technology management. benevolent resource management carries the grater weight in exercising relations. Its importance is seen in cause and developing its context concept, to assess and expl ain its impact on organizational performance and handicraft well being and to contribute to the dissemination of good practice.The graphic symbol of management in employment relations can be explained by the context of communication in the work place. Employees moldiness be treated with relevant laws and regulations of the countries and regions in which it operates. Communications between management and employees is essential in conveying management policies to employees and encouraging employees to voice their options3. This impacts the active rather than passive agency role of the management being the representative of the employer.These concepts are of vital importance in employment cycle. Employment in this context refers to the contract between deuce parties one being the employer and the other one the employee. The employee refers to a person in the service of another. Under any contract of hirer express or applied, oral or written where the employer has the power or right to control and direct the employee in the material details of how the work is to be performed4.In a profit orientated adjustting the aim of the employer is creation of valued produces at reasonable cost, and providing rewarding employment opportunities for employees. In unprofit setting the ultimate goal is to keep faith of the donors. opposite areas of employment include the public and household sectors. It is in view of this harmony that the active role of the management should be felt in any on the job(p) environment. Communication between management as the employers representative and employees should show shared responsibilities called co-determinations.There are specific areas of concern and address during the discussion between the two parties they include pay of wages, bonuses, the work environment, disputes, work schedules, grievances, health and safety, working hours and production targets. The aim of these discussions is an achievement of a more harmonious working rel ationship sometimes-major employment relations dispute may arise. Whenever problems start to arise in a company a winning management-employment relations involve striking a chemical equilibrium in nearly all situations.The employer has the right to manage that is the ability to plan for the future so that the company can continue moving to make pelf and to keep employees motivated. Form the employees viewpoint best possible conditions must be secured and good living standards made not a dream. High labour turnover, foul time keeping, high levels of absenteeism, slackness of individuals, poor working, deliberate time working in similar practices are evident in situations where employees are unhappy with the working conditions5.Other evidences of discontent will be revealed in complain, friction, ignoring rules and apathy for unappropriate management governing body to gain the intended meaning must strive to attain the following qualifications attraction of the most qualified emp loyees and matching them to the jobs for which there are best suited since this is significant for the success of any organization6. However, there arises some technical problems in many large enterprises due to their size this aspect of too large size of an enterprise deter possible close contact between conduce management and employees this connection is otherwise provided for by human resource managers training managers and labour relations managers.In an effort to enhance immorality and productivity darn limiting job turnover, helping organization increase performance and improve business results they are of vital help to the organization they also help the firms in effect in using employees skills, provide training and development opportunities, improve those skills and improve employees satisfaction with their jobs and working conditions. Dealing with people through physical interaction is an big part of the job although some jobs in the human resources field require only li mited contact between the people bulge outside the office.The importance of management in employment relations on an active capacity is raise highlighted through creation of labour unions and its incorporation in the constitution in the ca-ca of labour laws. This has been evident in all regions countries and give tongue tos all over the world for the purpose of improving the quality of working life for individuals and creates condition for business success. Employers, employees and unions must deal with one another in an honest and open atmosphere.This in essence bears results such as follows promotion of good employment relation and cultivations of vernacular respect and confidence between employers, employees and unions. It also sets the environment for individual and collective employment relationships. It also sets out requirements for the negotiation and content of collective and individual employment agreements. It also provides prompt and on the table options for resolv ing problems in employment relations. There are a number of undiresable trade union action such as withdrawal of good will, go slow, working strictly to the rules set out in work rule books and sticking rigidly to only doing tasks set out clearly in a job description, refusing to work overtime, going on a strike and many others7.All this actions reduce companies profitability and its ability and forgather orders, they harm employment prospects, reduce wages of employees they lead to festering discontent and cause problems for customers and economy as a whole. This is a practical scenario in the present-day(prenominal) working places and it reflects negative picture of interaction in the working places. It is therefore, very important to create a harmonious working environment for the benefit all the concerned. Good practices and models of a harmonious working practice should be exhibited in a true structure of employment relation.In an effort in expression trust as a manager it i s paramount to display the following characteristics keeping promises, have ethics, telling people the truth, being fair and honest, treating employees as adults magic spell showing appreciation for their ideas and for the work they do, involve employees in planning and problems solving, give employees important work and support them to implement. In an effort to achieve a successful structure of management employment relations labour or employment laws have been enacted.Labour lawsLabors laws also known as employment laws refers elaborately to a body of administrative ruling and prescient which focuses to address the legal rights and restriction on the working people and their organizations and as such it mediates may aspects of the relationships between trade unions, employers and employees. They are in some countries restricted to ununionized work places, as is the case in Canada. But in most other countries no such restrictions is made. devil broad categories of labour laws e xist collective labour law which relates to tripartite relationship between employee employer and union. Individual labour law concerns employees rights at work and through the contract for work8.Employment laws include all areas of the employer employee relationship except the negotiation process covered by labour law and collective bargaining. It consists thousands of federal and state statues, administration regulation and judicial decision. Most of these laws such as minimum wage regulation were enacted as protective labour enactment. The functioning and origins of labour laws is lie towards strikes, pickets, boycotts, unofficial industrial actionLabour laws in AustraliaThe federal parliament in Australia is empowered by the constitution to make laws concerning conciliation and arbitration for the liquidation and prevention of industrial disputes extending beyond the limit of any one state. The laws made with respect to trading and financial corporations fall within the limit s of the commonwealth and foreign corporations. industrial relations systems and wages setting have been enhanced by this system also known as work choice, which came into operation in 20069.Work choices legislation act in AustraliaThe most comprehensive shakeups of industrial relations since federation were the results of the successful introduction and passing of work choices legislation in Australia in celestial latitude 200510. The industrial and employment circulars underwent permanent and long-term changes.These changes are explained in the following dimension federal systems of industrial relations were successful and completely replaced with the unitary system of industrial relations an emphasis on Australian economy away from the wages and conditions transitional arrangement and changes to Awards and Agreements awards were reduced drastically, Australia Fair Pay Commission was set up with the main aim of determination of minimum wages and conditions of employees, the powers of Australian Industrial Relation Commission were greatly reduced to an extent of being rendered redundant, flexible work practices were introduced and the ability to cash out some benefits such as annual leave11.The consequences were some problems with work place health and safety application saucy dismissal provision which were less straightforward as they may have been trumpeted. tonic transmission of business rules that is buying and selling business plus all the people incorporated in the business. Union restriction and the scrapping the no disadvantage test. All these changes brought about complexity and consequently bearing some effects on businesses along the following orientations.Small business holders were subjected to the understanding of the broader concepts of employer obligations to the employees applicable to their unique business situation. The employers take great care before taking a metre towards termination of an employees service. Great care, advice and con sultation became a prerequisite since the work place legislations empowered the employees to claim compensation against unlawful dismissal and discrimination.These laws applied to the especially small business with as less as a hundred employees and therefore constitute the retail in Australia. The workforce legislation in Australia further favoured these minority employees in the retail industry in a sense that the cost of defending discrimination and dismissal claim by the employer is dramatically higher(prenominal) than the unfair dismissal itself.In conclusion the changing of the awards and agreements provided for by the work choice legislation added a layer of complexity to the businesses which extended upto the end of the transitional face which extended up to five years. An investor intending to buy a business was supposed to be ready for the transmission of business changes and the business owner had to conduct to the new layer of complexity. ReferencesCatanzariti, J. & Bar agwanath, M. 1997. Workplace traffic Act A User-friendly go by. Manly, NSW, Newsletter Information Services.Cranny, C., Smith, P. & Stone, E. 1992. Job Satisfaction. New York Lexington.Creighton, B. & Stewart, A. 1994. Labour Law An Introduction. 2nd Ed. Leichhardt, NSW. federation Press.Guite, T. 1999. Strategic Human Resource Management. 3rd Ed. McMillan Publishers. London.Lee, M. & Sheldon, P. (eds.). 1997. Workplace Relations, Workplace Law & Employment Relations. Sidney. Botterworths.Mullins, L. 2005. Management and Organizational Behaviour. 7th Ed. Harlow. Prentice-Hall.Nilson, C. 2003. How to Manage Training A Guide to Design and legal transfer for High Performance. 3rd Ed. New York. Amacom.Pocock, Barbara & Masterman-Smith, Helen. 2005. Work Choices and Women Workers. Journal of Australian Political Economy No.56.Teicher, J., Lambert, R. & ORourke, A. (eds.). 2006. Work Choices The New Industrial Relations Agenda. Sidney, NSW Pearson Education Australia.Walter, J. 2006. Strategic Management. Theory An Integrated Approach. McMillan Publishing Ltd.1 Walter, J. 2006. Strategic Management. Theory An Integrated Approach. McMillan Publishing Ltd. PP.70-73. 2 Nilson, C. 2003. How to Manage Training A Guide to Design and Delivery for High Performance. 3rd Ed. New York. Amacom. PP.103. 3 Mullins, L. 2005. Management and Organizational Behaviour. 7th Ed. Harlow. Prentice-Hall. PP.51-58. 4 Catanzariti, J. & Baragwanath, M. 1997. Workplace Relations Act A User-friendly Guide. Manly, NSW, Newsletter Information Services. PP.17. 5 Guite, T. 1999. Strategic Human Resource Management. 3rd Ed. McMillan Publishers. London. PP.41-43. 6 Cranny, C., Smith, P. & Stone, E. 1992. Job Satisfaction. New York Lexington. PP.31-34. 7 Lee, M. & Sheldon, P. (eds.). 1997. Workplace Relations, Workplace Law & Employment Relations. Sidney. Botterworths. PP.27-37. 8 Creighton, B. & Stewart, A. 1994. Labour Law An Introduction. 2nd Ed. Leichhardt, NSW. Federation Press. PP.9-16. 9 Teicher, J., Lambert, R. & ORourke, A. (eds.). 2006. Work Choices The New Industrial Relations Agenda. Sidney, NSW Pearson Education Australia. PP.103-125. 10 Pocock, Barbara & Masterman-Smith, Helen. 2005. Work Choices and Women Workers. Journal of Australian Political Economy No.56. PP.124-143. 11 Teicher, J., Lambert, R. & ORourke, A. (eds.). 2006. Work Choices The New Industrial Relations Agenda. Sidney, NSW Pearson Education Australia. PP.103-125.