HRM-Final Project

Human Resource Department Of Warid

Assignment No :1

Submitted by

Miss Nazia Nawab

Miss Nasira Chohan

Miss sana Rafi

Roll No. 145Roll No. 142Roll No. 137

Submitted to

Professor Riaz Ahmed Mian

Subject: Human

TERM ASSIGNMENT


Introduction

This project of HRM is assigned by our instructor Professor Mr. Riaz Ahmed Mian. In order to develop understanding of the subject.We are going to present here Human resource department of Warid Telecom Pakistan a multinational company in Pakistan.


About Warid

Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a strategic alliance with Singapore Telecom. Subsequent to this transaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to support Warid Telecom’s continued growth and to enhance its market position.

Abu Dhabi Group, one of the largest business groups in the Middle East and the single largest foreign investor in Pakistan. It has diversified business interests, offering strong financial resources and extensive management expertise that result in commercial success for several institutions.

SingTel’s investment in mobile operations include, Advanced Info Service (AIS) –Thailand, (21.4%), Bharti Telecom Group – India (30.5%), Optus Telecom – Australia (100%), Globe Telecom – Philippines (44.5%), Pacific Bangladesh Telecom (PBTL) - Bangladesh (45%), Telkomsel – Indonesia (35%) and Warid Telecom – Pakistan (30%)


Message from The Chariman:

His Highness Sheikh Nahayan Mabarak Al NahayanChairman

“By the grace of God have completed four successful years of Warid Telecom Pakistan and are beginning an exciting fifth one. In these three years since Warid Telecom has launched in Pakistan, our organization has gone from its conceptual infancy stage to a challenger, and finally are moving forward to become a force. We have expanded in every way possible.

In our fifth year, we will continue to expand and take our network and subscribers to the most dominant levels of Pakistan. We wish to make this year a new era for ourselves and the country, a time when Warid Telecom will become the primary service provider for all communication needs. We will spare no effort, cost or determination to ensure that Warid Telecom becomes a company to serve the people of Pakistan most effectively.”


The Warid New Look

An evolution that strengthens the Warid identity while keeping the customers in focus

Use of a more contemporary font & style to give a more approachable image

This new logo encompasses the expanding reach of Warid not just in Pakistan but in an international footprint

With our strengthened GPRS/EDGE network we would empower our customers to create their own life style networks

Warid—AS ORGANIZATION:

To see the day by day the need of cellular in Pakistan Warid Telecom plans to launch its

services on July, 2007 In pakistan. Warid Telecom could be a successful cellular operator in

Pakistan to make a human resource department working properly in their company.

In order to give a jump-start to the company, a comprehensive initiation plan was made along

with aggressive customer acquisition, care and retention strategies.


Warid Telecom has four major departments.which are mentioned as follows

Finance

Marketing

Sales & Services

Human Resource

Engineers Team

WARID TELECOM buy the best equipment available in the international market to give

best services and to survive in the competitive environment. It will provide many services

like; voice mail, call waiting, SMS, international roaming, WAP, online billing payment,

Internet access so on and so forth.

HR must hires the best people to work and

adjust them into these four departments

according to their specialization. HR

conducting its best practices to recruit

train and motivate their employees.


Main purposes of HRM

Providing Skilled employees.

Controlling employment costs.

Reacting to change.

OBJECTIVES OF HRM

1. Help the organisation reach its goals

2. Employ the skills & abilities of the workforce efficiently

3. Provide the organisation with well trained & motivated employees

4. Increase to the fullest the employee's job satisfaction & self

actualization

5. Develop & maintain a quality of work life

6. Communicate HR policies to all employees.

7. Ethically & socially responsive to the needs of society.


ROLE OF HR DEPARTMENT:

Policy initiation and formulation

Advice (on personnel policy, labor agreement, needs and welfare of company and

employees)

Service (employment, training, benefits functions, recruiting, interviewing, testing job

applicants, maintenance of adequate employee records etc.)

Control (monitoring performance and conformance of other departments to personnel

policy, procedures and practices)

FUNCTIONS OF HR DEPARTMENT:

HRM

Planning

Training and

development

Work

Conditions

Recruitment

Pay Welfare Motivation OrganizingDiscipline

andGrievance


FUNCTIONS OF HR DEPARTMENT:

Employment (recruitment, selection and induction into the organization)

Transfer, Promotion, Layoff (checking conformity of skills with new department in case

of transfer)

Training and Development (coaching, performance appraisal, post appraisal counseling,

job rotation, understudies, special broadening assignments, feedback)

Compensation Administration (designing and installing job evaluation program, pay

structure, analyzing jobs and their dollar-worth, maintaining suitable records, wage and

salary surveys of the labor market)

Health and Safety (health programs, safety programs)

Discipline and Discharge (Discipline = training that mould or corrects, punishment of

wrongdoers. Training people to abide by rules of behavior and punishing those who

don’t, formulating list of rules and penalties for each offence, approval for discharge)

Labor relations (wages, rates of pay, hours of work, conditions of employment,

negotiation, contract interpretation and administration, grievance handling, allocation of

overtime)

Benefits and Services (pensions, insurance programs, sick leave pay plans, loan funds,

social programs, recreational programs)

Organization Planning (developing concept of company as a structure or system)

Organization Development (increase level of trust and supportiveness among people in

the organization, enhance interpersonal skills, make communication more open and

direct, directly confront problems, tap the knowledge of all who can contribute to

problem solutions wherever they may in the organization)

Human Resource Planning (right number of qualified persons available at the proper

times, performing jobs that are useful to the organization and which provide satisfaction

for the individuals involved, goals and plans of organization, current human resource

situation including skills inventory, human resource forecast including comparison of


projected future demand for employees with projected supply, designing programs to

implement the plans of recruitment, selection, performance appraisal, transfer, promotion,

training, motivation, compensation, audit and adjustment)

Equal Employment Opportunity (no discrimination in terms of gender, race, age, national

origin, religion. Involves complaint investigation, interpretation and policy, monitoring

performance)

Personnel and Behavioral Research (improving worker productivity and also increasing

the quality of working life, employee attitudes and motivation, predicting success in

management and organizational relationships)

Personnel Information Systems (HR planning, skills inventories, employee benefits

analysis and productivity studies)

ASSESSING WORK AND WORK OUTCOMES:

Work is designed to maximize productivity. The quantity and quality of services, behaviors

and products that employees are providing are also identified. This area of the WARID

TELECOM HR management deals with:

Designing work to maximize employees’ innovation, creativity, product quality and

customer service

Determining employees’ productivity and quality of their work

Measuring employees’ attitudes about the work and work environment


ACQUIRING HUMAN RESOURCES:

Customer needs for newer and better cellular services influence the number and type of

employees that mobile phone businesses need to be successful. This area of Warid

Telecom’s human resource management deal with:

Determining human resource requirements—that is, human resource planning.

Recruiting employees and placing them in jobs that best use their skills

Selecting employees

Getting the Right People:

The recruitment process is planned to provide Warid Telecom with the best available

talent, consistent with the needs of the business and its capacity to make full use of

those recruited.

Getting the People Right:

Consistent policies and practices in training and developing staff and involving them

as ‘partners’ in the business rather than as functionaries whose roles are restricted to

obeying instructions.


PLANNING THE RECRUITMENT PROCESS:


PLANNING THE RECRUITMENT PROCESS:

1. Decisions on Vacancies:

Before deciding on the existence of a vacancy, management checks whether there is a

need for the work to be carried out at all or whether it can be incorporated into an

existing employee’s job. In case an external source is needed, management then

checks whether it should be a permanent, full-time employee or whether it should be

a contractual one.

2. Consulting Other Staff Who Are Involved:

The human resource management then considers other departments in the

organization that might be interested in the appointment in order to make it a joint

effort. They talk to relevant supervisors and especially to the people the new person

will work with. A set of expert panelists are then selected from each relevant

department to interview applicants.

3. Working Out The Sort Of Person Required:

The human resource management then lists the duties, responsibilities, authority and

relationships that the job involves. They decide what qualifications are needed, what

type and length of experience are required, and what personal attributes are important.

On this basis they then draw up an up-to-date job description and person specification

and proceed to forecast how soon the person is expected to be competent, what

training they are prepared to give and when the start date of the job should be.

4. Finding Out If He/She Exists:

The HR management then speculates whether they are likely to find the qualities,

qualifications and experience that they are seeking in one person. If so, research is

carried out on the kind of pay and benefits package to offer. They do this through

monitoring advertisements, referring to salary surveys and networking with other


employers in their area and sector. This research will also determines whether they

are likely to find suitable candidates locally or whether they will have to look further

a field. Then they contemplate whether people will want to join the organization and

on how to attract them.

5. Planning On How To Find Them:

The HR management gives priority to its own employees even in case of a negative

assessment. They first advertise the post internally, both as a courtesy to staff and

because they may pass the information on to any interested friends and relations.

Word of mouth is also a valuable recruitment method for them and they draw on all

appropriate contacts they have.

6. Decision On Whether To Advertise:

Once the HR management decides that there is a need to advertise, they pinpoint the

part of the press that they need to contact. Since most of the posts are of a specialist

nature, they intend on advertising in the journals of professional bodies and the trade

press. Their next step is to find out how much adverts cost for varying amount of

space and decide what they can afford.

7. Writing The Advertisement:

The HR management will hire the services of Interflow, an advertising agency, to

propagate their service and company for them. They are also using the services of a

web designer, Eveready media, to post the advertisement of the company on the

Internet.

8. Drawing Up A Short List:

Then the HR management decides on the length of the short-list, which includes five

or six people at the most. Following the advert they need help to sift through the

applications. Everything is computerized and on-line which makes it easier to handle

large numbers of replies. In case they run short of time, they get the help of other


staff, supervisors and managers in the organization. Apart from the question of time,

they do this to get second opinions. They look out for the following when reading an

application:

How well-matched is the candidate to the requirements

Any unexplained employment gaps

The quality of presentation

How tailored the reply is to the particular job and Warid Telecom as an organization.

9. Replying To Candidates:

The candidates that do not match the job are contacted as quickly as possible and

dealt with courteously since the HR management believes in the philosophy that these

people, and their relatives and friends, may be future customers or acquaintances of

potential, future applicants. Those that match the job are called over to undertake an

on-line evaluation test.

10.Interviewing Potential Candidates:

The candidates that pass the on-line evaluation test are then called for interviews. A

date and a time are arranged and the candidate appears for the interview. The

questions of this interview are designed especially for gauging the personality and

ability of the candidate.

11.The Screening Process:

The results are screened by a set of panelists in order to minimize chances of error in

selecting the candidates. The HR management sometimes keeps a small number of

candidates in reserve.

SELECTION:


Types of Selection Methods:

Following are common selection methods employed by HR management at Warid Telecom:

1. Interviews:

The HR staff keeps the interview structured, standardized, and focused on

accomplishing a small number of goals. That is, they plan to come out of each

interview with quantitative ratings on a small number of dimensions that are

observable and avoid ratings of abilities that may be better measured by tests. They

ask questions dealing with specific situations that are likely to arise on the job, and

use these to determine what the person is likely to do in that situation.


One part is “experience based” questions, which require the applicant to reveal an

actual experience he/she had in the past when confronting the situation.

The other part are “future oriented” questions, which require the person to state what

he/she is likely to do when confronted with a certain hypothetical situation in the

future.

2. References And Biographical Data:

Warid Telecom solicits information about the employee from the people who know

the candidate through reference checks. Biographical data is collected directly from

the job applicant.

3. Cognitive Ability Tests:

These tests differentiate between the mental capacities of individuals. There are three

dominant facets of the tests that the HR management applies:

Verbal Comprehension:

They check on the candidate’s capacity to understand and use written and

spoken language

Quantitative Ability:

They check the speed and accuracy with which the candidate can solve

arithmetic problems of all kinds

Reasoning:

They check the candidate’s capacity to invent solutions to many adverse

problems

4. Work Samples:


Work-sample tests and job-performance tests simulate the job in miniaturized form.

HR management checks the behavioral consistency between the requirements of the

job and the requirements of the test.

TRAINING AND DEVELOPMENT:

Training is the organized procedure by which people learn knowledge and/or skills for a

definite purpose. Almost every employee hired by an organization will require some training

in his or her job. Some training programs may be more extensive than others, but all require

the trainer to have identified content and subject matter needed in the training and tasks to be

performed on the job to ensure that the training will prepare individuals to perform the job

effectively. Many firms provide new employees with copies of the descriptions and

specifications for the jobs to which they have been assigned. This aids in orienting them and

acquainting them with what they are expected to do.

TRAINING METHODS:

Warid Telecom use the following training methods:


Presentation Techniques:

These involve traditional classroom instruction, distance learning and audiovisual

techniques. They are used ideally for presenting new facts, information, different

philosophies and alternative problem-solving solutions or processes. They consist of:

1. Classroom Instruction:

The trainer lectures a group. In many cases the lecture is supplemented with question-

and-answer periods, discussions and case studies. The instructor tries to build active

participation, job-related examples, and exercises into traditional classroom

instruction so that trainees will learn and use the information presented on their job.

2. Distance Leaning:

It will be used by the Head Office and Branch offices to provide information about

new services, policies or procedures as well as skills training and expert lectures. It

involves two-way communication between people. It includes audio conferencing,

videoconferencing and docuconferencing (this allows employees to collaborate on a

shared document via computers).

3. Audiovisual Techniques:

This is a common method use by Warid Telecom that involves overheads, slides and

video. Video is the more popular instructional method. It is being used by the

organization for improving communication skills, interviewing skills and customer

service skills and for illustrating how procedures should be followed. It is usually

used in conjunction with lectures to show trainees’ real life experiences and

examples.

Hands-On Techniques:

These include:

1. On-the-job Training:


It is used for newly hired employees, upgrading the skills of experienced employees

when new technology is introduced, cross-training employees within a department or

work unit, and orienting transferred or promoted employees to their new jobs. The

basic philosophy of the HR management of Warid Telecom wills that employees

learn through observing peers or managers performing the job and trying to imitate

their behavior.

2. Simulations:

A training method that represents a real-life situation, with trainees’ decisions

resulting in outcomes that mirror what would happen if the trainee were on the job.

They allow trainees to see the impact of their decisions in an artificial, risk-free

environment and use simulations to teach management, interpersonal as well as

technical skills.

3. Business Games and Case Studies:

These are designed to make the trainees study and discuss among themselves (case

studies), while in business games, the trainees must gather information, analyze it and

make decisions. They believe in business games because they stimulate learning since

participants are actively involved and they mimic the competitive nature of business.

The types of decisions that participants make in games include all aspects of

management practice.

4. Behavior Modeling:

Each training session focuses on one interpersonal skill and includes a presentation of

the rationale behind the key behaviors, a videotape of a model performing the key

behaviors, practice opportunities using role playing, evaluation of a model’s

performance in the videotape and a planning session devoted to understanding how

the key behaviors can be used on the job. In the practice sessions, trainees are

provided with feedback regarding how closely their behavior matches the key

behaviors demonstrated by the model. The role-playing and modeled performance are

based on actual incidents in the employment setting in which the trainee needs to

demonstrate success.


5. Interactive Video:

Instruction is provided one-on-one to trainees via a monitor connected to a keyboard.

Trainees use the keyboard or touch the monitor to interact with the program. This is

used to teach technical procedures and interpersonal skills.

Group Building Techniques:

These help trainees share ideas and experiences, build group identity, understand the

dynamics of interpersonal relationships, and get to know their own strengths and

weaknesses and those of their co-workers.

EMPLOYEE DEVELOPMENT:

Developing Human Resources:

The HR manager ensures that employees have the necessary skills to perform current and

future jobs. Because of the new technology and the quality movement in this field, Warid

Telecom believes in work performed by teams. Hence, managers and employees develop

skills to be successful in a team environment. Because many employees value work that is

personally rewarding and does not interfere with non-work activities, the HR management

also helps employees identify their work interests and goals and cope with issues such as

balancing work and family roles. This area of Warid Telecom’s human resource

management deals with:

Ensuring that employees have the skills needed to perform their current job

Preparing employees for future work roles

Identifying employees’ work interests, goals and values and other career issues

APPROACHES TO EMPLOYEE DEVELOPMENT:

There are 4 approaches:


Formal Education:

These involve lectures by business experts, business games and simulations and meetings

with customers. Separate education programs are offered for supervisors, middle managers

and executives. Special programs for particular jobs are also offered.

Assessment:

This involves collecting information and providing feedback to employees about their

behavior, communication style or skills. The employees, their peers, managers and customers

are asked to provide information. It is used to identify employees with managerial potential

and to measure current managers’ strengths and weaknesses. It is also used to identify

managers with the potential to move into higher-level executive positions, and is used with

work teams to identify the strengths and weaknesses of individual team members and the

decision processes or communication styles that inhibit the team’s productivity.

Job Experiences:

A major assumption of Warid Telecom is that development is most likely to occur when

there is a mismatch between the employee’s skills ad past experiences and the skills required

for the job. To be successful in their jobs, employees must stretch their skills—that is, they

are forced to learn new skills, apply their skills and knowledge in a new way, and master new

experiences. The various ways in which job Warid Telecom use experiences for employee

development is:

Enlargement Of Current Job:

Management gives its employees an opportunity to develop in their current

job by adding challenges or new responsibilities.

Job Rotation:

It involves providing employees with a series of job assignments in various

functional areas of the company or movement among jobs in a single


functional area or department. Management does this to help employees gain

an overall appreciation of the company’s goals, increase their understanding

of different company functions, develop a network of contacts, and improve

their problem-solving and decision-making skills.

Interpersonal Relationships:

Employees are made to develop skills and increase their knowledge about the

company and its customers by:

Mentoring:

A mentor is an experienced, productive senior employee who helps develop a less

experienced employee (the protégé). Most mentoring relationships develop as a result of

interests or values shared by the mentor and the protégé.

Given the advantage of these programs that they ensure access to mentors for all employees,

regardless of gender or race, Warid Telecom management uses them to socialize new

employees, to increase the likelihood of skill transfer from training to work setting, and to

provide opportunities for women and minorities to gain the exposure and skills needed to

move into managerial positions.

MOTIVATION:

Management tries to find out what motivates staff and affects their organization. The HR

management is emphatic and thinks in terms of the way staff is managed, the content of their

job, their role within the organization, and their employment and working conditions. There

is a regular periodic evaluation to see if there are benefits that would help improve

attendance.

1. OFFERING INCENTIVES:

Attendance bonuses and rewards are offered as incentives for a good attendance

record. The policy of taking sick leave is not hampered with because the longer-term


implications of such a move might force genuinely ill people to come to work,

perhaps thus creating other problems.

2. EMPLOYEE BENEFITS:

These are also ranked important in choosing a job. The employees are offered

retirement benefits with 100% medical for the employees. There is also the facility of

paid leave under special circumstances.

3. PERFORMANCE APPRAISALS:

The HR management has set clear-cut standards of performance for every job. The

performance appraisal designed by the HR management involves getting information

about how well each employee is performing his/her job in order to reward those who

are effective, improve the performance of those who are ineffective. Reward includes

increase in salary most of the times but sometimes bonuses are given as well.

4. PAY LEVEL:

Warid Telecom will offering an attractive and competitive pay structure relative to

market rates and thus motivating their employees.

MAINTENANCE:

Warid Telecom is free from all sorts of discriminatory problems and maintains employment

opportunities on the basis of performance. Nobody is given preference except for the ones

that perform better. The jobs have been designed to accommodate a diverse workforce and

the company has maintained policies that work towards avoiding conflict between the

employees. Everyone concentrates on the objectives that they have been assigned. Warid

Telecom retains its employees by providing excellent healthy environment, safety and work

conditions.


EMPLOYEE SAFETY AND HEALTH:

1. Safety Awareness:

The management must give employees a physical environment that is comfortable

and healthy. In summer there is must be adequate air-conditioning and in winter there

is central heating. There exists an auto fire extinguishing system. There are numerous

fire exits and all the employees are made aware of the locations. Since Warid

Telecom is handling cellular services and there is no potential danger in the nature of

its business, hence the only thing that the HR management needs to ensure is a

healthy environment.

2. Employee Health:

Employees who are dependent on any drug or other element, or who have emotional

or physical health problems often experience difficulties on the job and create

difficulties for those who work with them. The HR management takes great care in

training the supervisors to handle such problems and with an organizationally

sanctioned program in place to help these employees, the supervisors stick to their

area of expertise (i.e. monitoring employee performance) and refer any employee

whose performance seems to be hindered by health problems to a staff of experts. HR

management is hoping to kill two birds with one stone with these programs:

That these kinds of programs will help in preventing problems that inhibit

performance, hence giving a substantial payoff in productivity.

This will also create goodwill among the employees that will translate into increased

job satisfaction and higher retention rates.

HEALTH SERVICES:

Following are included in the health services of Warid Telecom:


Adequate facilities for emergency care of work injuries and for conducting pre-

employment and periodic medical examinations

Proper first-aid treatment for injuries. Serious cases are referred to private practice

physicians and hospitals

Pre-employment medical examinations

Reasonable first aid to employees for non-occupational illness while on the job.

Information and education services for the personal health of employees

Consultation with those suffering physical or emotional maladjustment to the work

situation.

Co-operation with public health authorities in regard to mass inoculations and other

measures for the prevention of communicable diseases

Advice and supervision, where necessary, to maintain proper company sanitation.

EMPLOYEE WORKING CONDITIONS:

1. Work Schedules:

The timings are the same as any other organization with the exception that

performance is the criteria for everything and not the person’s presence in office.

Whether he/she sits at home or comes to office, the deadlines must be met, the work

must be performed and the output must meet the standard set. HR management

believes that this will reduce tardiness, absenteeism and increase employee

satisfaction. It will also enhance the mental and physical health outcomes for

employees, giving them an increased sense of control as well as a means for

managing potentially distracting work-family conflict.

FAMILY FRIENDLY POLICIES:

This involves maternal and paternal leave. During the leave Warid Telecom continues to

provide health benefits, and after the leave the worker gets his/her old job back.


ADVANCEMENT OPPORTUNITIES:

Having opportunities to advance within the organization is important to most people,

especially applicants for managerial and professional vacancies. All such opportunities are on

the basis of performance in Warid Telecom, hence providing all employees an equitable

system.

Strategies to Avoid Layoffs:

Even though the organization has decided to reduce the total size of the workforce, there are many strategies for accomplishing this goal without involuntarily laying off or terminating employees. These strategies frequently take some time to have impact; consequently, they might not be feasible if the immediacy of action is critical. However, in other situations the strategies discussed in the following section might avoid it totally or reduce the number of layoffs required.

Early Retirement Incentives

Many workers are willing to retire early if provided with the right incentives. Early retirement options that provide added benefits and that do not violate the Older Workers Benefit Protection Act, discussed in can facilitate reductions in workforce levels. However, a major concern with this strategy is that it is often the best workers that are attracted by the offer. They are those who have additional options, such as second careers.

Part-time Work and Job Sharing

Many employees are interested in reducing the total number of hours worked, either through part-time work or job-sharing arrangements. This strategy can often accommodate family lifestyle needs and reduce total compensation costs.

Leaves of Absence

Organizations have had surprising success with offering unpaid leaves of absence. If the conditions requiring reductions in workforce levels are projected to be temporary, offering leaves of absence might assist in avoiding the need to involuntarily lay off employees.


Attrition and Hiring Freezes

Attrition is the reduction of workforce levels caused by the normal processes of retirement, resignation, termination, and so forth. Hiring freezes prohibit the hiring of new and additional employees and the replacement of current employees that leave the organization.

Voluntary Resignation Programs

Employers might offer bonuses for employees that want to leave the organization voluntarily.

Many employees might have other options available to them, but are not eligible for early

retirement. Some sort of bonus might be sufficient to motivate them to leave the organization

voluntarily. As with early retirements, these types of programs must be crafted to avoid the

loss of critical individuals and serious impact on critical departments.

Job analysis Method:

It’s a technical approach that is used t define the duties responsibilities and accountability of

job. The following are the methods, which Warid Telecom uses for job analysis.

Observation Method

A job analysis technique where data are gathered by watching employees work.

Individual Interview Method

Meeting with an employee to determine what his or her job entails

Group Interview Method

Meeting with a number of employees to collectively determine what their job entails.


Structure Questionnaire Method

Workers are sent a structure questionnaire on which they check or rate items they perform on

their job. It is an excellent technique to gather information about the jobs.

The Labor Relations Framework

Goals- Employees and unions- Management

- Society

Union Structure andAdministration

Union Structure and

Administration

CompetitiveChallenges- Legal- Stakeholder needs- High-performance work systems

Union and ManagementInteractions- Organizing- Negotiating- Administering

Goal Attainment- Employees and unions- Management- Society


The Labor Relations Framework

John Dunlop suggested a labor relations system that consists of four elements:

An environmental context

Participants

A web of rules

Ideology

Goals and Strategies

Society

Labor unions' major benefit to society throughout history has been the

balancing of power and the institutionalization of industrial conflict in the

least costly way.

The National Labor Relations Act (NLRA, 1935) sought to provide a legal

framework conducive to collective bargaining.

Management

Must decide whether to encourage or discourage the unionization of its

employees.

Labor Unions

Seek to give workers formal representation in setting the terms and conditions

of employment.

Union Structure, Administration, and Membership

National and International Unions

Craft unions

Industrial unions

Local Unions


Responsible for the negotiations of a contract as well as the day-to-day

administration of the contract, including the grievance procedure. same is used

for HRM department of Warid

AFL-CIO

Not a union but rather an association that seeks to advance the shared interest

of its member unions at the national level.

Union Security

Union security depends upon its ability to ensure a stability of members and dues. Unions

typically negotiate a contract clause that defines the relationship it has to employees and that

provides for an uninterrupted flow of dues.

A checkoff provision is an automatic deduction of union dues from an employee's paycheck.

A closed shop is a union security provision under which a person must be a union member.

A union shop requires a person to join the union within a certain length of time after

beginning employment.

An agency shop is similar to a union shop, but does not require union membership, only that

an agency fee be paid.

Maintenance of membership requires only that those who join the union remain members

through the life of the current contract.

Right-to-work laws—As a function of the Taft-Hartley amendment to the NLRA, states may

decide to make mandatory union membership (or even dues paying) illegal.


Union Membership and Bargaining Power—Employers are increasingly

resisting unionization. Unions are making new attempts to organize new memberships and to

provide new services. Union membership has consistently declined since 1950 and now

stands at roughly 10 percent of private-sector employment. Reasons for this decline are noted

below:

Structural Changes in the Economy—These changes include decline in core manufacturing

and increase in the service sector. But these changes, according to studies, only account for

25 percent of the overall union membership decline.

Increased Employer Resistance—Almost 50 percent of large employers in a survey reported

that their most important labor goal was to remain union free. Unions' ability to organize

whole industries has declined, and therefore wages are rarely taken out of competition.

Additionally, studies have shown that if a union wins an election, it is frequently the case that

managers lose their jobs

Substitution with HRM—In large nonunion companies, HRM policies and practices may

encourage positive employee relations, and therefore union representation is not desired by

employees.

The Process and Legal Framework of Organizing

An election may be held if at least 30 percent of the employees in the bargaining unit sign

authorization cards.

A secret ballot election will be held. The union is certified by the NLRB if a simple

majority of employees vote for it.

A decertification election may be held if no other election has been held within the year

or if no contract is in force.

Certain categories of employees cannot be included in bargaining units.


The Negotiation Process

1.Distributive bargaining occurs when the parties are attempting to divide a fixed

economic pie into two parts. What one party gains, the other loses.

2.Integrative bargaining has a win-win focus; it seeks solutions beneficial to both

sides.

3.Attitudinal structuring refers to behaviors that modify the relationships between the

parties, for example, offering to share information or a meal.our organization negociation

based on this process with its union.

4.Intraorganizational bargaining is the consensus-building and negotiations that go

on between members of the same party.

The Changing Environment of Human Resource

Management

Globalization Trends

Technological Trends

Trends in the Nature of Work

Workforce Demographic Trends

Changes and Trends in Human

Resource Management



HR Policy The basic principles of Warid HRM policies include

Recruitment based solely on merit by following well-defined and systematic selection

procedures without discrimination.

Sustain motivated and quality work force through appropriate and fair performance

evaluation, reward and recognition systems.

Identify training needs within the Organisation and design and implement those need

based training programmes resulting in continuous upgradation of knowledge, skills

and attitudes of the employees.

Maintain a quality Human Resource Management System to meet the international

standards as per ISO 9001. Plan, design, train, equip and motivate the department

staff to meet this standard of expectation.

Work Culture Emphasizes:

Freedom to Experiment

Continuous learning and training

Transparency

Quality in all aspect of works

Innovation

Reward based on performance and potential

Story behind the sucesss

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