Greavance Handling BLOG -8

Greavance Handling 

Source: https://welldoing.org/article/how-communicate-when-youre-angry

A grievance is a difference, complaint or a dispute regarding the interpretation or

application of established policies and/or procedures governing terms of employment, working condition, hours of work or compensation.

Grievances at the workplace must be based on the foundation of employer-employee relationship and employment-related, for a better understanding of work-related grievance,

This is an employee concern over a perceived violation  on employee contract or working ethicks (Holley & Jennings, 1988:285; Bohlander & White, 1988: 62-66). This definition clearly prevents employees from presenting grievances on broader job-related or personal concerns, and from presenting objections or imagined complaints. This can be termed the legalistic approach (Holley & Jennings, 1988:255). However, strict legalistic approach could lead to an adversarial relationship between labour and management.

Employee grievances are caused by factors such as promotion, job content and conditions

Of work, compensation and benefits, safety and health environment, performance review,

treatment by supervisor and other employees, and these include (Potgieter & Muller, 1998:14-23; Kochan, 2004:47-70), lack of feedback, lack of recognition, lack of clear performances expectation, unfair standards, being shouted at or blamed, reneging on commitments, being overworked or stressed out (Randolph & Blanchard, 2007:134). 

Employee Grievances may affect the business in way of lost productivity and lower quality work, products and customer services, distraction from corporate goals and loss of confidence and communication between employees, managers and supervisors low morale and job satisfaction which can lead to industrial problems, increased absenteeism and increased staff turnover, and - loss of reputation to the employee and lost working time of everyone involved.

Reference

Holley, Jr. W.H.,& Jennings, K.M.. 1958. The labour relations process. New York: the Dryden Press.

Potgieter, S., & Muller, M., 1998. Grievances in South African hospitals; from a nursing management perspective. Curationis, December (21) 4: 14-23.

Randolph, A., & Blanchard, K., 2007 Employment is the key, in Blanchard, K (ed) Leading at a higher level: Blanchard on how to be a high performance leader. New York: Prentice Hall.

Harris L (2007) The changing nature of the HR function in UK local government and its role

as “employee champion”. Employee Relations30(1): 34-47.

Corporate Social Responsibility BLOG -7

 Corporate Social Responsibility

https://www.google.lk/imgres?imgurl

Now a days organizations thinks they have a responsibility towards the people, society and planet, in par with their profit earning venture. Encouraging companies to be more aware of the impact of their business on the rest of society, including their own stakeholders and the environment.

  Corporate social responsibility (CSR) is a business approach that contributes to sustainable development by delivering economic, social and environmental benefits for all stakeholders.

In recent years, scholars and managers have devoted greater attention to the strategic implications of corporate social responsibility (CSR). Consistent with   McWilliams and Siegel (2001),

CSR  has been defined as situations where the firm goes beyond compliance and engages in ‘actions that appear to further some social betterment.

Numerous definitions of CSR have been proposed and often no clear definition is given, making theoretical development and measurement difficult,  CSR activities have been posited to include incorporating social characteristics or features into products and manufacturing processes  Researchers are moving beyond just defining and identifying CSR activities, to examine the strategic role of CSR in organizations. Milton Friedman (1970)

  

Similarly, there is growing interest among managers in the antecedents and con

sequences of CSR, especially for executives at multi-national, multi-divisional

companies

A sound CSR activity in Unilever

Unilever is a multinational corporation, in the food and beverage sector, with a comprehensive CSR strategy. The company has been ranked ‘Food Industry leader’ in the Dow Jones Sustainability World Indexes for the 11 consecutive years and ranked 7th in the ‘Global 100 Most Sustainable Corporations in the World’.

One of the major and unique initiatives is the ‘sustainable tea’ programme.  On a partnership-based model with the Rainforest Alliance (an NGO), Unilever aims to source all of its Lipton and PG Tips tea bags from Rainforest Alliance Certified™ farms by 2015.  The Rainforest Alliance Certification offers farms a way to differentiate their products as being socially, economically and environmentally sustainable. [2]

Reference

McWilliams, A. and Siegel, D. (2001). ‘Corporate social responsibility: a theory of the firm per-

spective’. Academy of Management Review, 26, 117–27.

Friedman, M. (1970). ‘The social responsibility of business is to increase its profits’. New York Times

Magazine,September, 13.

http://lexicon.ft.com/Term?term=corporate-social-responsibility--(CSR)  on 23.06.2018 @ 20.00

Monika J.A. Schröder, Morven G. McEachern, (2005) "Fast foods and ethical consumer value: a focus on McDonald's and KFC", British Food Journal, Vol. 107 Issue: 4, pp.212-224, https://doi.org/10.1108/00070700510589503 on 23.06.2018 @ 22.00

Team Building BLOG 6

http://www.princerock.co.uk/team-building/

Team Building in the Workplace Team building is very important if you wish to extract the best out of your workforce. Employees are urged to work smarter and not just harder, in an effort to deliver the desired results. Though it definitely contributes in its own way, individual brilliance does not singlehandedly decide the Fate of an entire project or target

Beer (1976, 1980), Dyer (1977), and Buller (1986) have discussed four current models of team building: Goal setting, interper-sonal relations, problem solving, and role clarification. Goal set-ting emphasizes the setting of objectives and the development of individual and team goals. Team members exposed to a goal-setting team-building intervention are supposed to become involved in action planning to identify ways to achieve those goals.

Team building involves a wide range of activities, designed for improving team performance.

Its aim is to bring out the best in a team to ensure self-development, positive communication,

Leadership skills and the ability to work closely together as a team to problem solve.

 A research done on Towards Effective Team Building in the Workplace by Fapohunda, Tinuke. M from Department of Industrial Relations and Public Administration Lagos State University Ojo. Nigeria says

Fajana (2002) asserts that teamwork is an integration of resources and inputs working in harmony to achieve organizational goals, where roles are prescribed for every organization member, challenges are equally faced and incremental  Improvements are sought continually.

Katzenbach and Smith (1993) notes that a team can simply International Journal of  Education and Research

Vol. 1 No. 4 April 2013 3 be defined as a small number of people, with a set of performance goals, who have a commitment to a common purpose and an approach for which they hold themselves mutually accountable

Samsung’s Product Innovation Team

Samsung developed a New Concept Development (NCD) process that all business units could implement and execute when innovating new products and services. As a company, Samsung puts a lot of efforts into innovation. As a p art of Samsung’s overall innovation process, the Project Innovation Team was born out of the need to have an incubator group to work with every business unit to provide more market insight.

 PIT’s purpose is to focus on developing production and solution concepts using consumer insight, market-driven technologies and innovation for commercialization.  They do this simultaneously while working directly with the product planning groups for each business unit.

REERANCE

Fajana, S. (2002) Human Resource Management An Introduction. Labofin and Company, Lagos

APA (6th ed.) Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of  teams

Samsung Product API,

Beer, M. (1976). The technology of organization development. In M. D. Dunnette (Ed.),

Handbook of industrial and organizational psychology (pp. 937-994). Chicago: Rand McNally.

Buller, P. F., & Bell, C. H. (1986). Effects of team building and goal setting on productivity:

A field experiment. Academy of Management Journal, 29, 305-328