EMPLOYMENT RELATIONS

Dr. Eleni Stavrou-Costea

Employement Relations

Relations between employers and employees. They

include the rights and responsibilities of each group.

Often set through negotiations and collective

agreements.

W.J. Rothwell and H.C. Kazanas, Strategic Human Resources Planning and Management (Englewood Cliffs, NJ: Prentice Hall, 1988), 358.

Useful

terms

Industrial

Relations

(Collective)

Negotiations

and

Agreements

Complaint

Arbitration Mediation

Strike

Lockout

W.J. Rothwell and H.C. Kazanas, Strategic Human Resources Planning and Management (Englewood Cliffs, NJ: Prentice Hall, 1988), 358-9.

Employment Relations:

The Cyprus (Tripartite) Model

Legislation

Union Position Employer Organization Position

Employment Contract

Brief Historical Account

1932: First law to recognize the right of employees to unionize

1941-44: New law on employee protection Quick and large increase of unionization

1956: Social Security legislation

1960: Constitution the right to strike

1962: Basic Agreement

1965: Law on Unions

1977: Signing of Industrial Relations Code

After 1977: Further union growth, over 80% of employees are unionized

. , : , , (, 1995).

Basic Principles of Industrial Relations Code

(private sector - not legally binding )

Sets the right/freedom to organize

Constitutes collective bargaining as the main way to

set terms of employment

Distinguishes between three sets of matters:

Management Privileges

Matters commonly discussed

Negotiable matters

Basic Principles of Industrial Relations Code(continued)

Introduces procedures to resolve two main types of labor disputes:

Dispute in Interests Direct negotiations

Mediation

Voluntary arbitration or public investigation or strike

Dispute in Rights (existing)

Direct negotiations

Mediation

Arbitration

. , , (, 1996), 11-14.

Employment Relations in the

Public Sector

Same principles as in the private sector i.e. the right to organize and strike

Special procedures in negotiations and dispute resolution i.e. Joint Personnel Committee (:

)

Restrictions on essential services i.e. armed forces, police, health

Common reasons for trade unionism

Unfair treatment,

in compensation and benefits

in hiring and promotions

on other issues

Disordered or luck of application of regulations at work

Unacceptable work conditions

W.J. Rothwell and H.C. Kazanas, Strategic Human Resources Planning and Management (Englewood Cliffs, NJ: Prentice Hall, 1988), 360.

(un)fair

Treatment

In the outcome In the process

Possible employee reactions to unfair

treatment

Accept the situation as is

Diverge from ethical behavior

Complain within the organization (i.e. HR)

Complain outside the organization

i.e. unions, take legal action

Quit

How to reduce chances of unfair treatment

Create a culture of fairness

Institute informal procedures to discourage and punish unfairness

Institute formal procedures to discourage and to punish unfairness

Put laws in place (organizational, supra-organizational levels)

Sexual or Employment Harassment

Unwelcome contact where:

Submission to such conduct is made either explicitly or

implicitly a term or condition of an individuals employment or wellbeing at work,

Submission to or rejection of such conduct by an individual is

used as the basis of employment decisions affecting such

individual, or

Such conduct has the purpose or effect of unreasonably

interfering with an individuals work performance or creating an intimidating, hostile, or offensive working environment.