Labor Management Relations - Global Journals

2y ago
12 Views
2 Downloads
417.93 KB
9 Pages
Last View : 1m ago
Last Download : 2m ago
Upload by : Troy Oden
Transcription

Global Journal of Management and Business ResearchVolume 12 Issue 8 Version 1.0 May 2012Type: Double Blind Peer Reviewed International Research JournalPublisher: Global Journals Inc. (USA)Online ISSN: 2249-4588 & Print ISSN: 0975-5853Labor Management RelationsBy Amir Razi, Muhammad Ramzan, Syed Atif Ali, Huda Khan & Zain HassanLahore Business School, University of Lahore, PakistanAbstract - Labor-management relations are the interacting relations between labor andmanagement. The purpose of our study is to find out the worker wage satisfaction, workersatisfaction with supervisory behavior and worker satisfaction with welfare items. This crosssectional study was conducted from October 2010 to January 2011. A group of 200 employeeswas take part in this study through a predesigned questionnaire which consists of three parts tomeet the objectives, which was collected from private organizations. There is an dilemma ofweak relationship between labor and management that the labor force is not satisfied with theirmanagement behavior, wages and welfare items. Which tends towards the lack of accuracy inproducts and process of producing products. By this research we come to conclusion that thegovernment should took part in this segment to apply the labor law accurately to provide therights to the labor force and management should also have to contribute their efforts to satisfytheir labor force so that they can perform well when they were satisfied perfect. Its means that themanagement is the part of labor force and labor is the part of management. This relation canbecome strong when they provide satisfaction to each other in work place.Keywords : Supervisory Behavior, Welfare items, Wages, Needs.GJMBR-A Classification: FOR Code: 150305,150311 JEL Code: J53Labor Management RelationStrictly as per the compliance and regulations of: 2012 . Amir Razi, Muhammad Ramzan, Syed Atif Ali, Huda Khan & Zain Hassan.This is a research/review paper, vecommons.org/licenses/by-nc/3.0/), permitting all non-commercial use, distribution, and reproduction in anymedium, provided the original work is properly cited.

Labor Management Relationsrelations between labor and management. The purpose of ourstudy is to find out the worker wage satisfaction, workersatisfaction with supervisory behavior and worker satisfactionwith welfare items. This cross sectional study was conductedfrom October 2010 to January 2011. A group of 200employees was take part in this study through a predesignedquestionnaire which consists of three parts to meet theobjectives, which was collected from private organizations.There is an dilemma of weak relationship between labor andmanagement that the labor force is not satisfied with theirmanagement behavior, wages and welfare items. Which tendstowards the lack of accuracy in products and process ofproducing products. By this research we come to conclusionthat the government should took part in this segment to applythe labor law accurately to provide the rights to the labor forceand management should also have to contribute their effortsto satisfy their labor force so that they can perform well whenthey were satisfied perfect. Its means that the management isthe part of labor force and labor is the part of management.This relation can become strong when they providesatisfaction to each other in work place.Keywords : supervisory Behavior, Welfare items, Wages,Needs.I.IntroductionMeasurement of labor management relations is acomplex phenomenon since it involves thehuman element. Labor-management relationsare the interacting relations between labor (employees)and management (employers). ‘Management and labor’is the English term used in EC law to refer toorganizations representing workers and employers. Theequivalent term used in other language versions is‘social partners’. Based on expounding, the essence oflabor-management relation confliction and cooperation.Relationship between employers and employees andtheir dealings with each other. In most industries, wagesand conditions are determined by free collectivebargaining between employers and trade unions. SomeEuropean and American countries have workerparticipation through profit-sharing and industrialdemocracy. Another solution is co-ownership, in which aAuthor Į : Lecturer of Statistics, Lahore Business School, University ofLahore, Pakistan. E-mail : amirrazi 2000@yahoo.comAuthor ı : Assistant Prof., Hailey College of Commerce, University ofPunjab. E-mail : wadraha1@gmail.comAuthor ʌ : Lecturer of Finance, Lahore Business School, University ofLahore, Pakistan. E- mail : atif hcc@hotmailAuthor ළ : M Phil Research Scholar, University of Central PunjabLahore, Pakistan. E-mail : huda lse@yahoo.comAuthor : MBA Lahore Business School, University of Lahore,Pakistan. E-mail : zainhassan84@yahoo.comcompany is entirely owned by its employees. The aim ofgood industrial relations is to achieve a motivated,capable workforce that sees its work as creative andfulfilling. A breakdown in industrial relations can lead toan industrial dispute where one party takes industrialaction. A 1947 federal law designed to protectemployers, employees, and the public. It governs unionactivities and provides an arbitration mechanism forstrikes that cause national emergencies.Demand for experts in labor-managementrelations continues to grow as new legislation and courtrulings continuously update standards for employmentconditions. Acquire the practical skills and knowledgeessential to constructive labor-management relations.Examine the most current regulations, and learn toprepare information for use during negotiations. Therehave been several attempts to make the study of humanrelations more scientific. Human behavior changes toomuch from one period to the next, to permit scientific,exact prediction. Human behavior can be studied onlyby other human observers, and these always distortsfundamentally the facts being observed, so that therecan be no objective procedures for achieving the truth.Human behavior thus becomes the study of infinitelyvariable, unique and non-measurable situations, ratherthan the investigation of repetitive, simplify able andobservable behaviors. Thus, physical sciences cannotserve as a model for social sciences. Several attemptshave been made to measure the attitudinal framework ofhumans in a scientific manner. Concepts, premises andprocedures have been re-examined so thatmeasurement could be possible through empiricalresearch and use of quantitative techniques.II.Literature ReviewThe literature review is divided into three parts,each to cover an issue raised by there search questions.The purpose of the literature review is to discover whathas been published about the issues.In “Labor and Management Bridging the Gap,”Daniel Law (1994) stated, “Since the beginningcivilization, the relationship between those who directthe work and those who accomplish it has been fraughtwith conflict and resentment”. As it relates specifically tothe fire service, the purpose of the labor organizationshas been to enhance the compensation, benefits andworking conditions of the members through collectiveunity. Richard Earle writes, “Public sector managementhas traditionally dealt with organized labor unions withadversarial positions based on negotiations. This 2012 Global Journals Inc. (US)29Global Journal of Management and Business Research Volume XII Issue VIII Version IAbstract - Labor-management relations are the interactingM ay 2012Amir Raziα, Muhammad Ramzanσ, Syed Atif Aliρ, Huda KhanѠ & Zain Hassan

M ay 2012Labor Management RelationsGlobal Journal of Management and Business Research Volume XII Issue VIII Version I30confrontational approach to problem solving filtersthroughout the organization and soon is viewed as afact of life. This creates ineffective problem solvingtechniques, wasting valuable time and personnelresources, often without a viable solution to the originalproblem area being implemented”. When disputes ariseor policies are being implemented, labor organizationsview the change as win-lose situation.According to Christopher Reynolds (1994),traditional labor/management relations place emphasison contract negotiations, grievance procedures, anddiscipline administration and impasse/arbitrationprocedures.Relations between labor and management havebeen strained through the years. Most fire departmentsare semi-military organizations. The managementpractices that were sufficient 50 years ago do not workwith today’s work force. It is time that these practiceschange to reflect the current workforce (Piderman,1995).Maslow is best known for his concept ofhierarchy of needs, which he used to explain employeemotivation. He classified needs in ascending order ofurgency (paul.D.Sweeney 2002)1) Physiological needs2) Safety needs3) Social needs4) Ego needs5) Self-actualization needsCollaboration greatly enhances an organizationchances of success, historically collaboration applied toagencies, but it can be more effective among agencies,families and neighborhood. It creates lasting relationshipand use resources effectively. Collaboration can rangefrom informal partnership to formally plannedrelationship. In this case it always provides opportunitiesfor building relationship. It can also be power full way toenhance the well-being of agencies, families andneighborhood (Massaki Imai (1986) Kaizen).The purpose of our study is to find out thesatisfaction of the labor towards it’s employer ormanagement regarding wage satisfaction, satisfactionwith supervisory behavior and satisfaction with welfareitems.III.MethodologyIt was a cross-sectional analytical studyconducted from October 2010 to January 2011. A groupof 200 people was take part in this study throughpredesigned questionnaire which was consist of fourparts, one related to the demographic portion, 2ndrelated to managerial behavior, 3rd related to the wagesatisfaction of the labor and 4th related to thesatisfaction from welfare items. Convenience Samplingwas used in our survey and 200 samples were selectedfrom the population of the two organizations namedIrfan Textile’s Pvt. Ltd. And Sajjad Textile’s100 2012 Global Journals Inc. (US)questionnaires were filled form Irfan Textiles and 100fromSajjad Textile. There were two hypothesis weremade which are as follow.a) HypothesisH1. There is no association between wagesatisfaction and Gender.H2. There is no association betweensatisfaction with supervisory behavior and Gender.H3. There is no association betweensatisfaction with welfare items and Gender.IV.ResultsOut of 200 participants 51.3% of male agreeand 48% of female are strongly agree with that theincrease in the wages of the workers can improveworker’s satisfaction. 43.7% of male and 35% of femaleare neutral about that their wages compared with otherpublic sector plants and 51.3% male and 35% femaleare neutral about that their wages compare with those insimilar private sector plants. 30% of male and femaleare disagree with that the same wage rate should beadopted for old and new employees. 51.3% of maleand 40% of female are disagree with that the salary isfair for their responsibilities and on the same situation40% of male and 35% of female are disagree with thattheir salary fulfills their expenses. 35% male and 36.1%female are neutral about their current wages. 51.3% ofmale respondent and 42.8% of female are stronglyagree with that wages should be changed according tothe time and 44% of male and 46.6% of female arestrongly agree with that wages are the importantelement for raising employee performance. (Table 1)

Labor Management RelationsTable 1 : Distribution of Wage Satisfaction and gender 1.323.86.12.515.040.029.19.66.3do your salary fulfills e you satisfied withyour present 6.611.530.846.6Wage rate should bechanged according totimeWages are the mostimportant element forraising .151.31.317.543.73.816.316.3StronglyAgree%31About the supervisory behavior the results aresimilar to the situation that mostly the labor in theorganizations are neutral about the supervisory behaviorlike 30.2% male and 29.4% female labor are neutralabout that their supervisor make them feel valued atwork place. Similarly, 30.9% male and 29.8% femaleagain neutral about that their supervisor gives themundesirable job assignments. 31.8% male and 29.6%females are neutral about that their supervisor givesthem good technical suggestions. 40.2% male and29.8% females are again neutral for that their supervisormakes their work difficult for them. 24.7% male and29.8% female are neutral about that their supervisorshares with them considerable experience or training.29.8% male and 28.4% female says neutral about thattheir supervisor provides them sound job relatedadvices. 25.8% male and 27.7% female are disagreeingwith that their supervisor gives them the feeling that theyhave responsibilities to fulfill. 26.2% of male and 25.6%of female are at neutral abut supervisor makes fair andbalanced decisions. 22.0% male and 25.6% of femaleare also neutral about that their supervisor can trusted.20.9% male are agreeing and 23.0% females are atneutral about that their supervisors sets an example ofhow to do things the right way in terms of ethics. 23.3%male and 22.9% females are neutral about that theirsupervisor would be personally inclined to help themsolve problems in their work. 25.8% male and 24.5%females are disagreeing with that their workingrelationship with their supervisor is effective. 31.3% maleand 40.0% female are neutral about that they hadenough confidence in their supervisor that they woulddefend and justify their decisions if their supervisor werenot present to do so. 29.1% male are disagreeing and31.9% females are neutral about that their supervisorsconsiders their suggestions for change. Then finally,28.9% male are disagreeing and 29.9% females areneutral about that their supervisor gives a chance tospeak their mind in group meetings or informally. (Table2) 2012 Global Journals Inc. (US)Global Journal of Management and Business Research Volume XII Issue VIII Version IDo you think thatincrease in wages canimprove worker’ssatisfaction?Do your wages comparewith other public sectorplants in Pakistando your wages comparewith those in similarprivate sector plantsSame wage rate shouldbe adopted for old &new employeesDo your salary is fair foryour responsibilitiesStronglyDisagree%M ay 2012Cases

Labor Management RelationsTable 2 : Distribution of Supervisory Behavior and Gender respondents:GenderMaleCasesM ay 2012My supervisor canmake me feel valued?Global Journal of Management and Business Research Volume XII Issue VIII Version I32My supervisor gives meundesirable jobassignments?Supervisor gives megood technicalsuggestions?My supervisor makesmy work difficult for me?My supervisor shareswith me his/herconsiderableexperience and/ortraining?My supervisor providesme with sound jobrelated advice?. My supervisor givesme the feeling that Ihave responsibilities tofulfill?My supervisor makesfair and balanceddecisions?My supervisor can betrusted?My supervisor sets anexample of how to dothings the right way interms of ethics?My supervisor would bepersonally inclined tohelp me solve problemsin my work?My working relationshipwith my supervisor iseffective?I have enoughconfidence in mysupervisor that I woulddefend and justifyhis/her decisions if heor she were not presentto do so?My supervisorconsiders mysuggestions forchange?My supervisor gives achance to speak yourmind in group meetingsor 2.715.9In the case of satisfaction with welfare itemsprovided by the management to the workers the resultsare insignificant and directing to the dilemma of relationsof management and labor. In the results, 29.9% maleand 33.3% females are strongly disagreeing with the 2012 Global Journals Inc. (US)25.6statement that they are satisfied with the housing welfarefacilities provided by the management. Similarly, 40.8%male and 33.9% female are neutral about that they aresatisfied with the medical welfare facilities and 34.7%male and 30.0% females are disagreeing with that they

Labor Management Relationsare satisfied with canteen welfare facilities provided bythe management. 29.9% male and 25.9% females areneutral about the transport welfare facilities provided tothem by their management. 47.9% male and 50.5%females are strongly agree with that the other facilitieslike low cost education for their children and on-jobtraining are essential for workers. 44.1% male and 33.8%females are agreeing that after retirement benefits likepension funds, employee old age benefits hadsubstantial impact on employee’s productivity. 41.1%male and 41.9% females are neutral about that theircompany maintains benefits that compare well to othercompanies in hits area. Table (3)Table 3 : Distribution of Satisfaction with welfare Items and gender Statistical ValuesIn the cases regarding wage satisfaction oflabor, in results there isno association. Which shows thatmale and female both respondents are on same sidethat they are unsatisfied to their employers in case ofwages. The following table shows the statistical figuresof cases/ questions related to the wage satisfaction. Inwhich it’s cleared that the results are no associationbecause P-Value of all cases is greater than 0.05 (table4).Table 4 : There is no association between gender and wageCasesDo you think that increasein wages can improveworker’s satisfaction?Do your wages comparewith other public sectorplants in Pakistando your wages comparewith those in similarprivate sector plantsSame wage rate shouldbe adopted for old & newemployeesDo your salary is fair foryour responsibilitiessatisfactionChi-square 945.0240.285 2012 Global Journals Inc. (US)Global Journal of Management and Business Research Volume XII Issue VIII Version Iare you satisfied withthe housing welfarefacilities provided bythe managementare you satisfied withthe medical welfarefacilities provided bythe managementare you satisfied withthe canteen welfarefacilities provided bythe managementare you satisfied withthe transport welfarefacilities provided bythe managementOther facilities cansuch as low costeducation for childrenand on-job training areessential for workersAfter-retirementbenefits like pensionfunds, employee oldage benefit havesubstantial impact onemployee productivityYour companymaintains benefits thatcompare well to othercompanies in hits area.FemaleM ay 2012MaleCases

Labor Management Relationsdo your salary fulfills yourexpenses2.5430.637Are you satisfied with yourpresent wages1.1700.7602.7330.6034.0870.394Under the head of supervisory behavior, inresults there isno associationt which means that themale respondents and female respondents both areunsatisfied or at neutral at the edge of supervisorybehavior. The table 5 shows the chi-square and P-valueof the cases in which the P-value is greater than 0.05.34Table 5 : There is no association between gender andGlobal Journal of Management and Business Research Volume XII Issue VIII Version IM ay 2012Wage rate should bechanged according totimeWages are the mostimportant element forraising employeeperformanceMy supervisor considersmy suggestions forchange?My supervisor gives achance to speak yourmind in group meetingsor informally?My supervisor can makeme feel valued?My supervisor gives meundesirable jobassignments?Supervisor gives megood technicalsuggestions?My supervisor makes mywork difficult for me?My supervisor shares withme his/her considerableexperience and/ortraining?My supervisor providesme with sound job-relatedadvice?My supervisor gives methe feeling that I haveresponsibilities to fulfill?My supervisor makes fairand balanced decisions?My supervisor can betrusted?My supervisor sets anexample of how to dothings the right way interms of ethics?My supervisor would bepersonally inclined to helpme solve problems in mywork?My working relationshipwith my supervisor iseffective?I have enough confidencein my supervisor that Iwould defend and justifyhis/her decisions if he orshe were not present todo so? 2012 Global Journals Inc. 23.3780.497Table 6 : There is no association between gender and welfareCasesare you satisfied withthe housing welfarefacilities provided by themanagementare you satisfied withthe medical welfarefacilities provided by themanagementare you satisfied withthe canteen welfarefacilities provided by themanagementare you satisfied withthe transport welfarefacilities provided by themanagementOther facilities can suchas low cost educationfor children and on-jobtraining are essential forworkersAfter-retirement benefitslike pension funds,employee old agebenefit have substantialimpact on employeeproductivityYour companymaintains benefits thatcompare well to othercompanies in this area.VI.2.6450.846In the case of welfare items, in results there isnoassociation which are directing to the dilemma ofunsatisfaction of labor force to the welfare items andmale and female respondents both are on the same wayof sharing information. The table 6 is showing the chisquare and P-value of the cases which are greater then0.05.supervisory 0.6372.8610.581Conclusion And RecommendationsAccording to the responses from therespondents of the both organizations it is cleared thatthe labor relation with their management is still weak. Inthis study we discover that the labor of the organizationis unsatisfied with their management regarding wagesfor their work, the behavior of the supervisors at workplace and the welfare items provided to the staff for theirwell being of them. In this dilemma of unsatisfied laborin the organization, caused the low efficiency in theproductivity of the companies and the low efficientproduced products tends towards the unsatisfaction of

Labor Management RelationsM ay 20124. Steven .T. Edward(2000) fire service personnelmanagement(1st ed.) [fire personnel management]Upper Saddle River, New Jersey.Brady/Prentice HallHealth.5. Massac Imai (1986) Kaizen: The key to Japan’scompetitive success (1st ed.) [kaizen:The key tojapan’s competitive success] New York: MC GrawHill.6. Pual. D. Sweeny: (2002) Organizational Behavior:solution for management (1sted.) New York: MCgraw hill/Irwin.35Global Journal of Management and Business Research Volume XII Issue VIII Version Ithe customers. So the three elements on which thewhole study is consisted are the way to improve thework efficiency of labor and staff at work place and theefficient work produce a quality products for company’scustomer and then only company can earn aboveaverage profit. There are some ways to satisfy the laborand to make a strong relationship between labor andmanagement.Firstly, the management and the labor forceshould be the part of each like the labor is the part ofmanagement and the management should be the partof the labor. It’s means that management should fulfillthe needs of the labor force like increase in the wages,training and development program regarding behavioralaspects of both the labor and supervisors and everylabor person should be awarded by incentivesaccording to their performance on monthly basis ifpossible or on quarterly basis must be. If this way isgoing to be adopted by these two organizations thenthey don’t need interfere of the government for the anysteps.At second, there is a need of governmentinterfere to implement the law of labor appropriately. InPakistan the mostly of the organizations are, just for theirown benefits, skipping the rights of labor which tendstowards labor unions. But the company in which therights of labor force are fulfilled and they are getting thebenefits right according to the labor law, is going to besucceeded because there is no labor union and workingefficiency of the labor force is higher then the othercompanies.Finally, the companies should focus on thelabor law to improve the efficiency of the workers to getthe high quality products and for this reason thecompanies should satisfy to their workers by anincrease in the wages, to provide them welfare items fullcompensation and specially the supervisory behavior atworkplace should be better because one word of ansupervisor can make his sub-ordinates efficient or candishoards. So the company should focus on behavioraltrainings of the both the supervisor and the labor forcebecause there is need of improvement of both side.When the labor and management became a part ofboth, definitely the companies will succeeded in his areaof expertise.REFERENCES RÉFÉRENCES REFERENCIAS1. Piderman, E. (1995, August). Case Study inLabor/Management: City ofMiami, Florida. FireEngineering, 93.2. Law, D. K. (1994, April). Labor and ManagementBridging the Gap. American Fire Journal, 27.3. Reynolds, C. M. (1994). Labor Relations: AlternativeMethods That Will Guarantee Survival Into the NextCentury. National Fire Academy: Executive FireOfficer Program, 1,3-4, 7, 12. 2012 Global Journals Inc. (US)

M ay 2012Labor Management RelationsGlobal Journal of Management and Business Research Volume XII Issue VIII Version I36This page is intentionally left blank 2012 Global Journals Inc. (US)

easurement of labor management relations is a complex phenomenon since it involves the human element. Labor-management relations are the interacting relations between labor (employees) and management (employers). ‘Management and labor’ is the English term used in EC law to refer to organizations representing workers and employers. The

Related Documents:

The three major labor relations statutes in the United States are the Railway Labor Act, the National Labor Relations Act, and the Federal Service Labor-Management Relations Statute. Each law governs a distinct population of the U.S. workforce. The Railway Labor Act (RLA) was enacted in 1926, and its coverage extends to railway and

22 of the top 25 journals in Electrical and Electronic Engineering 14 of the top 15 journals in Telecommunications 3 of the top 5 journals in Computer Science, Hardware & Architecture 3 of the top 5 journals in Computer Science, Cybernetics 3 of the top 5 journals in Automation & Control Systems 3 of the top 5 journals in Artificial Intelligence 2 of the top 5 journals in Imaging Science .

7:00 ² 9:00pm 36111. Joint Reception: Section on Marxist Sociology and Labor and Labor Movements Offsite, School of Labor and Urban Studies, CUNY 25 West 43rd Street, 18th Floor Tuesday August 13, 2019 8:30 ² 10:10a 4131. Section on Labor and Labor Movements. Global Labor Struggles and Linkages to the Labor Movement New York Hilton, New York,

The Journals of Lewis and Clark. By Meriwether Lewis and and William Clark, 1804-1806. Note: These Journals are from May 14, 1804, the day the expedition left the Mississippi River, to September 26, 1806, a day or two after they arrived back in St. Louis. It includes all possible Journal entries of Lewis and Clark. Most of the "courses andFile Size: 4MBPage Count: 1023Explore furtherJournal Entries from the Lewis and Clark Expeditionwww.lewisandclarkexhibit.orgThe Journals of Lewis and Clark, by Meriwether Lewis and .www.gutenberg.orgThe Journals of the Lewis & Clark Expedition Center for .www.unl.eduHome Journals of the Lewis and Clark Expeditionlewisandclarkjournals.unl.eduJournal Excerpts Discovering Lewis & Clarklewis-clark.orgRecommended to you b

Labor and Employee Relations Principal Analyst City Manager’s Office, Human Resources Division An exciting opportunity is now open for a seasoned labor professional to lead the City’s Labor & Employee Relations of the Human Resources Office. SALARY RANGE 8,300.20 - 10,088.85 Monthl

§102-10 LABOR AND EMPLOYMENT May 2006 New York State Department of Transportation Page 1 Contract Administration Manual I. LABOR LAW REQUIREMENTS NYS Labor Law, Section 220, Hours, Wages and Supplements, contains several provisions that requires NYSDOT to develop procedures to administer or ensure compliance with the Labor Law.

on Kawneer Price Book sections. Glass Tempering Rules: Set default variables for tempering glass panels around doors and openings. Labor Defaults: There are five default labor types which can be set. Standard Labor (Storefront) Stick Labor (Mixed ) Combination Labor (Curtain Wall) Entrance Labor (Doors & Frames) Caulking Labor (Perimeter)

The Elcometer 501 Pencil Hardness Tester can be used in accordance with the following National and International Standards: ASTM D 3363, BS 3900-E19, EN 13523-4 supersedes ECCA T4, ISO 15184, JIS K 5600-5-4. Note: For ASTM D 3363, the test is started using the hardest pencil and continued down the scale of hardness to determine the two end .