Employee relations management PDF

EMPLOYEE RELATION
MANAGEMENT
TRANSPORT AND LOGISTICS INDUSTRY

 The Australian national workplace relations system has
been successfully been established by the Fair Work
Act 2009, along with other vital legislatures
As mentioned in the Fair Work Act 2009, the fundamental
factors related to workplace relations framework are:
 A protection and well-being network of minimum
terms and conditions of employment (Australia 2013)
 An effective system of enterprise-level combined
negotiation which has been supported and encouraged
by bargaining obligations and rules which governs
industrial actions (Byron and Roscigno 2014).
 Terms and regulations for individual flexibility
processing as an approach in order to permit an
employee as well as the employer to perform flexible
work arrangements that would effectively accomplish
the demands.
Overview of the Australian Industrial Relations system

 This policy statement aims to cover the following:
 Discrimination, exploitation and harassment for excluded employees
 The grievance procedures for the excluded employees as well as
 The negotiation and mediation procedures for agreement unit employee base
 any forms of disagreement, the collective agreement will take effective primacy
over this policy proclamation (Cooke and Saini 2015)
 Employee sharing experiences will register documented complaint that would be
perceived by a rational individual to be spiteful or vexatious may be subjected to
disciplinary action.
Aims and Objectives of the Policy

Policy Implementation Procedures
(I)Registering a Complaint or Grievance
of Workplace Discrimination and
Inequity
 Assertions or claims of certain acts
related to sexual misbehaviour which
incorporates sexual harassment, are
executed under the policies formed under
Sexual Misconduct, Sexual Exploitation
as well as Relationship Violence (Gollan
and Lewin 2013)
 Certain allegations can be created by
employees who have been in direct
engagement, and further examine or the
ones who obtain validated information
that exploitation, inequity and biasness
may takes place (Van Gramberg et al. 2014).

(II) Confidentiality
 Taking into consideration whether that similar employee
should be accountable for regulations and policy
investigations or the grievances or whether this responsibility
should be regarded as a wider aspect or have been executed
within a functioning group (Lewin 2015).
 Recognizing an employee will further ascertain that the
organizational record is further developed and its forms the
competence for the organization to act responsive to the future
regulation and policy investigations.
Policy Implementation Procedures

(III) Training, Induction and Education
 Implementing training programs for all employees to ensure
the level of engagement in the organization has obtained
adequate knowledge regarding the rules and regulations and
the way those will be applied (Cooke and Saini 2015).
 All the employees accountable for implementing and
recommending effective workplace human rights regulations
or procedures must be encouraged with the awareness of
organizational regulations.
Policy Implementation Procedures

Level 1
 Complaints can be solved with a rapid approach, locally and
directly by the employees who have undergone certain issues
related to harassment or biasness. Characteristics of such
complaints may incorporate,
 One-off or unbalanced occurrence
 Posses the ability to determine in rapid manner without any
managerial supervision (McDonald, Charlesworth and Graham
2015)
Level 2
 Grievances require managerial participation in the process of
handling situations related to serious concerns which are raised.
 The characteristics of these forms of grievances may play a vital
role where:
 The issue has great complexities
 The organization experiencing conflicting perceptions and opinions
 A distinctive pattern of persistent attitudes or issues are noticed
(Byron and Roscigno 2014).
Level 3
 Comprises a relation to grave matters that fail to fit the proper
connotation of the grievances occurring at the workplace- the acts
of harassment, delinquency or issues related to performance
management.
Resolving Workplace Complaints and Grievances

Unofficial Stage
 At this stage accusations can be determined in an unofficial
approach with the direct manager of the employees without the
requisite of any official complaint process as a part of the
continuous communication procedures between a staff and the
manager such as frequent interpersonal time or assistance (Van
Gramberg et al. 2014).
 Manager must file proper documentation of the essential points
of the issues requiring serious attention and develop
circumspect and judicious inquiry to resolve the matters in an
effective and rapid manner and most significantly in with
utmost righteousness.
Grievance Procedures and Time Perspectives

Grievance Procedures and Time Perspectives
Formal Stage of the Grievance
Procedure
 The manager of the organization must
further notify the HR managers and
executives and further send them
copies of documentation of the
complaints which have been filed
 The managerial responsibility of the
organization involves in requesting
the employees to engage in an
effective discourse the complaints
and grievances within 10 working
days (Australia 2013).
 Company at this juncture, must
involve in offering vital verbal
response to the complainants and
develop the foundation of loyalty and
trust by guaranteeing earliest
effective actions.

Grievance Procedures and Time Perspectives
Petition or Appeal Stage to handle
grievances
 Company will effectively take
into consideration the
applications and requests of
complaints which will further be
responded by the Director or
Head of the Corporate
Department of the company
excluding the areas where
 The Formal Grievances was
heard by the Director and
Executive Director
 The Formal Grievance is related
to an Executive Director.

Grievance Procedures and Time Perspectives
Voluntary Resignation/Abdication
 The organization focuses on the
experiences that complainant raises
grievances for under the Trust’s
Grievances and Disputes Procedures
and further document their concerns
and grievances, whereby the
procedures will sustain until a
consequence is attained.
 Trust of the company will aim to
perform effectively to resolve the
grievances and provide an unbiased
working environment to the employee
by ensuring equity and justice.

 Organization concentrates on the productivity of supervision
in managing any forms of acts related to discrimination and
disputes or severe disagreements among employees with the
administration of the HR department.
Conclusion

 Australia, S.W., 2013. Preventing and responding to workplace bullying: Draft code of
practice.
 Byron, R.A. and Roscigno, V.J., 2014. Relational power, legitimation, and pregnancy
discrimination. Gender & Society, 28(3), pp.435-462.
 Colvin, A.J., 2013. Participation Versus Procedures in Non‐Union Dispute Resolution.
Industrial Relations: A Journal of Economy and Society, 52(s1), pp.259-283.
 Cooke, F.L. and Saini, D.S., 2015. From legalism to strategic HRM in India? Grievance
management in transition. Asia Pacific Journal of Management, 32(3), pp.619-643.
 Gollan, P.J. and Lewin, D., 2013. Employee Representation in Non‐Union Firms: An
Overview. Industrial Relations: A Journal of Economy and Society, 52(s1), pp.173-193.
 McDonald, P., Charlesworth, S. and Graham, T., 2015. Developing a framework of effective
prevention and response strategies in workplace sexual harassment. Asia Pacific Journal of
Human Resources, 53(1), pp.41-58.
 Puhl, R.M., Latner, J.D., O'brien, K.S., Luedicke, J., Danielsdottir, S. and Salas, X.R., 2015.
Potential policies and laws to prohibit weight discrimination: public views from 4 countries.
The Milbank Quarterly, 93(4), pp.691-731.
 Van Gramberg, B.e.r.n.a.d.i.n.e., Bamber, G.J., Teicher, J. and Cooper, B.R.I.A.N., 2014.
Conflict management in Australia. The Oxford handbook of conflict management in
organizations, pp.425-448.
References