argets identified by the
Organization'.
Traditional - 'meaning that employees react on management proposals and directives'.
Partnership - 'meaning that employees are involved in assisting the organisation and consensus is
reached in decision making related to policies'.
Power sharing - 'employees are involved also in daily management apart from policy making.
Employee relations policies act to disseminate its preferred approach with respect to the relationship it wants to have with its employees and the empowerment of employees for certain activities'.
Employee relation policies cover several areas 'McDonald's may have used in improving employee relations including:
Trade union recognition - 'meaning decisions with respect to the recognition or derecognition of
certain unions and preferences of the unions the organisation prefers to deal with'.
Collective bargaining - 'meaning the identification of those areas that should be covered from such a negotiation'.
Employee relations procedures - 'meaning procedures such as redundancy, grievance handling
and disciplinary actions'.
Participation and involvement - meaning the extent to which the organization shares power and
control with its employees.
Partnership - 'meaning the extent to which a partnership with employees is desirable'.
The employment relationship - 'meaning the extent to which employment terms and conditions are controlled by collective agreements or individual contracts'.
Harmonization - meaning the harmonization of terms and conditions of employment arrangements.
Working arrangements - meaning the extent to which unions are involved in the determination of
working arrangements.
'Employee involvement is central to employee relations as Bratton and Gold discuss. Employee
involvement can be described in terms of the form of involvement (whether it is formal or informal), the level of involvement in the organizational hierarchy and the degree of involvement'.
'Across these three employee involvement dimensions several types of involvement can be rated from the lower ones in terms of empowerment, involvement and organizational level to the higher ones. Through wide range of employee involvement McDonald's can start good employee relations process which never been in this organization'.
The following situations are ranked in an ascending order in terms of all three dimensions of employee involvement McDonald's should take into consideration:
'Communication -> Financial Involvement -> Problem solving groups -> Quality circles ->
Cross functional teams -> Self directed teams -> Collective bargaining -> Worker directors ->
Works councils'.
'Employee involvement in McDonald's can be described as an involvement-commitment cycle, a communication cycle that builds an internal culture encouraging initiative, learning and creativity'. The cycle consists of the following stages:
'Managers perceive the need for involving employees in decision making
Introduce new forms, employee involvement and open communication mechanisms
G
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