Managing employee relationship

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This document discusses managing the employment relationship in the Republic of Ireland through social partnerships between government, unions, and employees. It provides three key points: 1) Following the recession, a social partnership approach was adopted as a recovery strategy, with commitments to improve employee wealth, prioritize workplace partnerships, and establish welfare projects. 2) This approach achieved agreements on union recognition procedures, decreased unemployment, and increased spending on health, education, and social welfare, leading to economic competitiveness and stability. 3) For social partnerships to work in other countries like Indonesia requires sacrifices from all sides and must go along with multidimensional economic empowerment in order to change the shape of the nation.

Managing The Employment Relationship
Case Study: Republic of Ireland

By Tantia Dian (MM EM V)

...and just how well do you know
your employees?
ENG
AGE
ME
NT

The possible Riots should you not give
proper attention to them

The Understanding The Perspectives
Unitarism

Pluralism

Psychological Effect

Differ Across Organizations

Strongly correlated with
SHRM

Involvement & Participation

Psychological Contract
Partnerships Expectations beyond
agreement
Long – term
Non material benefit:
commitment employability, careers,
empowerment, Work –
Mutual trust & life balance
respect
Strategic Implications:
Shared goals Fairness,
Communications,
Management Style,
Expectations & Attitude

Developments in The Employment Relationship
Commitment to Company (CC)
High (UC) Low (CC)

The New Individualized
SHRM
Realism

Commitment
to Union (UC)

The Black Traditional
Hole Collectivism

Low(UC) High (CC)

Practical Tips in Building Employee Engagement

Customized training Follow a good
programs feedback and
appraisal system
Help people build trust,
pride and Give everyone clear
camaraderie goals
Develop high degrees Maintain mentor-
of credibility in mentee
everything that we relationships
say and do
Follow shared
Play hard, party hard responsibilities
towards each
Encourage community
other, client and
building
the franchisee

Stakeholders and Corporate Governance

Social Partnership as Recovery Strategy
from Recession

The Driving Factors of
Tripartite social
partners: Government,
Union & Employees

weakest
Protecting the
members
Avoid solidarity gap due to the
wide wage dispersion

Failing union membership & increasing
unemployment

Programme for National
Recovery

Major strategic change in the
direction of employment
relationship

Sharp limits on pay

Control on expenditures and
government debt

Why it was so Important?

Psychological Contract
Partnerships
Expectations beyond
agreement
Government’s long
term commitment Non material benefit:
to improve the “Bottom up”
employee’s wealth employee
involvement with a
“competitive edge”
Partnership in component
workplace as
priority Strategic Implications:
Fairness,
Establishment of Communications,
Welfare projects

Stakeholders and Corporate Governance

The Achievements The Negative response

Not representative
anymore

Partnership fatigue
Agreement in broad terms to a
procedure for union recognition Economy Unrest
Decreasing unemployment
rate

Increase in spending on
health, education & social
welfare

Low inflation rate
Stakeholders and Corporate Governance

Develop & sustain the social partnership

Major forces: Cumulative strategic benefits; Avoiding social
unrest; Sustain economic stability

Sustaining Progress: Strong re-commitment to the
development of workplace partnership

Stakeholders and Corporate Governance

The Old Social Partnerships The New Social Partnership

Job for life Life long learning

Performance based culture,
Rigid Working Hour
Family-friendly policies

Traditional skill-based training Competence-based training

Alternatives on dispute
Rigid strategy to solve disputes
arrangements
Stakeholders and Corporate Governance

Economic Competitiveness
of Ireland resulted from
Social Partnership

Progressive update on the labor
provision act to further protect
the workforce

Falling unit labor costs

Building the labor market foundations

Economic Transformation

Relatively stable industrial relations
environment

Stakeholders and Corporate Governance

Possibility of Social Partnership in Indonesia

Requires sacrifices from all sides, could not burning on the
workforce only

Should go along with the multidimensional
economic empowerment

Stakeholders and Corporate Governance

Social partnership may change the shape
of nation

Thank you

Stakeholders and Corporate Governance

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How AI is Disrupting Service Industry More Than Design Thinking

Body of Knowledge

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Managing employee relationship

1. Managing The Employment Relationship Case Study: Republic of Ireland By Tantia Dian (MM EM V)

2. ...and just how well do you know your employees? ENG AGE ME NT

3. The possible Riots should you not give proper attention to them

4. Employee Employers Employee Relations

5. The Understanding The Perspectives Unitarism Pluralism Psychological Effect Differ Across Organizations Strongly correlated with SHRM

6. Industrial Relations Compliance, Norms, Formal Roles SHRM Strategic Integration, quality, flexibility & commitment “Employee go beyond contract, Reasonable Autonomy, Loyalty, Less Unionized”

7. Involvement & Participation Psychological Contract Partnerships Expectations beyond agreement Long – term Non material benefit: commitment employability, careers, empowerment, Work – Mutual trust & life balance respect Strategic Implications: Shared goals Fairness, Communications, Management Style, Expectations & Attitude

8. Developments in The Employment Relationship Commitment to Company (CC) High (UC) Low (CC) The New Individualized SHRM Realism Commitment to Union (UC) The Black Traditional Hole Collectivism Low(UC) High (CC)

9. Practical Tips in Building Employee Engagement Customized training Follow a good programs feedback and appraisal system Help people build trust, pride and Give everyone clear camaraderie goals Develop high degrees Maintain mentor- of credibility in mentee everything that we relationships say and do Follow shared Play hard, party hard responsibilities towards each Encourage community other, client and building the franchisee Stakeholders and Corporate Governance

10. Social Partnership as Recovery Strategy from Recession

11. The Driving Factors of Tripartite social partners: Government, Union & Employees weakest Protecting the members Avoid solidarity gap due to the wide wage dispersion Failing union membership & increasing unemployment

12. Programme for National Recovery Major strategic change in the direction of employment relationship Sharp limits on pay Control on expenditures and government debt

13. Why it was so Important? Psychological Contract Partnerships Expectations beyond agreement Government’s long term commitment Non material benefit: to improve the “Bottom up” employee’s wealth employee involvement with a “competitive edge” Partnership in component workplace as priority Strategic Implications: Fairness, Establishment of Communications, Welfare projects Stakeholders and Corporate Governance

14. The Achievements The Negative response Not representative anymore Partnership fatigue Agreement in broad terms to a procedure for union recognition Economy Unrest Decreasing unemployment rate Increase in spending on health, education & social welfare Low inflation rate Stakeholders and Corporate Governance

15. Develop & sustain the social partnership Major forces: Cumulative strategic benefits; Avoiding social unrest; Sustain economic stability Sustaining Progress: Strong re-commitment to the development of workplace partnership Stakeholders and Corporate Governance

16. The Old Social Partnerships The New Social Partnership Job for life Life long learning Performance based culture, Rigid Working Hour Family-friendly policies Traditional skill-based training Competence-based training Alternatives on dispute Rigid strategy to solve disputes arrangements Stakeholders and Corporate Governance

17. Economic Competitiveness of Ireland resulted from Social Partnership Progressive update on the labor provision act to further protect the workforce Falling unit labor costs Building the labor market foundations Economic Transformation Relatively stable industrial relations environment Stakeholders and Corporate Governance

18. Possibility of Social Partnership in Indonesia Requires sacrifices from all sides, could not burning on the workforce only Should go along with the multidimensional economic empowerment Stakeholders and Corporate Governance

19. Social partnership may change the shape of nation Thank you Stakeholders and Corporate Governance

Managing employee relationship

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