Course paper Tajik Aluminum Plant
Content
1. The definition of Employee Relations 5
1.1. Personality of an employees 6
1.2. Motivation at the working place 8
1.3. The theory of X and Theory of Y 9
1.4. Groups and Teams in Working place 11
1.5. The Five-Stage Model 12
1.6. Conflict between employees 15
1.7. Leadership in working place 16
1.8. Internal Communication 18
2. Employee Relations in Tajik Aluminum Plant 25
3. Leadership in the Tajik Aluminum Plant 32
Conclusions 35
Recommendations 36
Sources: 37
Introduction
One of the most pressing issues facing most organizations today is the need to raise employee productivity. There is a widespread belief that productivity improvements can only be achieved through a fundamental reform in the area of employee relations. Changes are thought to be necessary both in the organization and structure of work and in the way in which employees are trained, remunerated and motivated. Moreover, it is argued that these changes cannot be separated from the need to overhaul our system of interest representation and dispute resolution. The activities of trade unions and the operations of arbitration tribunals are often viewed as impediments to management efforts to lift the competitive performance of their organizations. The purpose of this study is to evaluate these arguments, identify ways employee relations affect productivity, and how to improve productivity in organizations. Maintaining healthy employee relations in an organization is a pre-requisite for organizational success. Strong employee relations are required for high productivity and human satisfaction. Strong employee relation depends upon healthy and safe work environment, commitment of all employees, incentives for employee motivation, and effective communication system in the organization. Healthy employee relations lead to more efficient, motivated and productive employees which further lead to increase in production level.
Aim of the paper: To research relations between employees and
1. The definition of Employee Relations 5
1.1. Personality of an employees 6
1.2. Motivation at the working place 8
1.3. The theory of X and Theory of Y 9
1.4. Groups and Teams in Working place 11
1.5. The Five-Stage Model 12
1.6. Conflict between employees 15
1.7. Leadership in working place 16
1.8. Internal Communication 18
2. Employee Relations in Tajik Aluminum Plant 25
3. Leadership in the Tajik Aluminum Plant 32
Conclusions 35
Recommendations 36
Sources: 37
Introduction
One of the most pressing issues facing most organizations today is the need to raise employee productivity. There is a widespread belief that productivity improvements can only be achieved through a fundamental reform in the area of employee relations. Changes are thought to be necessary both in the organization and structure of work and in the way in which employees are trained, remunerated and motivated. Moreover, it is argued that these changes cannot be separated from the need to overhaul our system of interest representation and dispute resolution. The activities of trade unions and the operations of arbitration tribunals are often viewed as impediments to management efforts to lift the competitive performance of their organizations. The purpose of this study is to evaluate these arguments, identify ways employee relations affect productivity, and how to improve productivity in organizations. Maintaining healthy employee relations in an organization is a pre-requisite for organizational success. Strong employee relations are required for high productivity and human satisfaction. Strong employee relation depends upon healthy and safe work environment, commitment of all employees, incentives for employee motivation, and effective communication system in the organization. Healthy employee relations lead to more efficient, motivated and productive employees which further lead to increase in production level.
Aim of the paper: To research relations between employees and