Employee and Labor Relations Program for Weave Tech

Employee and labor programs are an essential aspect of an organization including at Weave Tech to ensure that there is employee retention and separation. Following the upcoming workforce reduction at Weave Tech, the organization might experience uncertainty among the remaining employees. It is, therefore, critical for a company to develop an effective employee and labor relation programs to ensure that they can address issues that may arise from the downsizing (Mello, 2005). The employee and labor relation program should contain three key aspects that will promote a healthy employee labor relation.

Complaint Procedure

Weave Tech organization has to develop an efficient complaint procedure to ensure that the issues that are raised by the staff are heard by the management and the rights of the management are also protected. Following the upcoming downsizing at Weave Tech, several employee issues will arise. First, employees at Weave Tech will not have job security. The reduction of the total employee will lead to the rise of murmurs about who might be retrenched next in the organization. The organization must, therefore, ensure that there is an effective complain procedure so that the issues that the staff might be raising may be heard by the management and the management my respond in kind (Franklin, Dragoo & Mendenhall, 2014).

Rise of complaints and issues among the employees is as a result of poor communication channels in the organization. Creating open communication and speak up culture in an organization encourages the employees to come forward with their issues as they feel comfortable. In an organization where there is no open communication, employees tend to be afraid to speak about the issues that they are facing for fear of being victimized by the management. For instance, National Business Ethics Survey conducted in 2011 claimed that out of every five Americans that have reported an issues or misconduct in their organizations have experienced retaliation from either the management or other employees (Franklin, Dragoo & Mendenhall, 2014). However, at Weave Tech the management has been able to create open communication between the employees and the immediate management.

Therefore, the employees can communicate and issues regarding the downsizing process occurring at the organization freely to their supervisors. The supervisors will then have the duty to deliver the message to the upper management hence the issues raised by the employees will be heard without infringing on the right of the management. The management will also be able to respond directly to employee complaints hence making them be assured of their job hence the organization will be able to retain many qualified employees after the downsizing process (Knight, 2014). The complaint procedure should insist on the need for the employee to get a prompt response to the issues that they speak up about.

Discipline Process

An effective employee and labor relations program emphasize the need to have amicable ways of punishing wrongdoing in the organization. Weave Tech can adopt several non-violent disciplinary approaches. Due to the necessity of the organization to downsize, employees might find themselves been retrenched as a disciplinary measure by the organization. This might create tension between the employees and the management hence the organization productivity will be reduced. Therefore, Weave Tech need to suspension as a disciplinary approach for the organization. Employees who are found to have violated the organizational culture or conducted themselves inappropriately in anyway may first be given a warning (Franklin, Dragoo & Mendenhall, 2014). If the same employee is given three warning and commits the mistake again, the employee should be suspended for a while.

However, in cases where the employee commits mistakes that seem to hinder the overall achievement of the organization culture the disciplinary action may be much tougher. For example, the organizational culture of Weave Tech encourages open communication hence employees can report misconducts happening in the workplace. In this case, if an employee does his duties and reports the incidence but then the culprits retaliate physically or emotionally to the employee at the workplace (Knight, 2014). The management can use this as a method of implementing immediate downsizing by retrenching such employees from the organization.

Conflict Resolution Procedure

For an organization to have a beneficial employee and labor relation. The program must ensure that there are effective conflict resolution procedures that have been set. An effective conflict resolution procedure adopts and uses the organizational culture of the company as the main frame (Knight, 2014). At Weave Tech, the corporate culture encourages open communication. As a result, an effective conflict resolution procedure for the organization will involve communication between the differing groups. Labor unions that have been formulated to benefit the employee can be used to solve issues arising between employees. However, if there are issues that are affecting the employees, the labor union at Weave Tech will have to engage the management with the HR acting as the mediator for an amicable resolution of the rising conflict (Franklin, Dragoo & Mendenhall, 2014).

The effective conflict resolution procedure for Weave Tech makes extensive use of mediators and negotiations (Knight, 2014). Therefore, there is a need for the various labor union representatives, supervisors and HR team to supervisory training. The training, in this case, will focus on effective negotiation tools and how to make a compromise in a negotiation. The labor union reps and the HR team will have to attend this training because they will usually be representing various sides of the negotiation with the HR team taking the mediator role at times (Franklin, Dragoo & Mendenhall, 2014). Supervisors will also have to attend negotiation training so that they can be resolving the day to day conflicts that may be arising among employees themselves.

References

Franklin, K., Dragoo, M., & Mendenhall, A. (2017). Building an Effective 'Speak-Up' Culture. Retrieved from: http://www.hreonline.com/HRE/view/story.jhtml?id=534357555

Knight, R. (2014). How to Get Your Employees to Speak Up. Retrieved from: https://hbr.org/2014/10/how-to-get-your-employees-to-speak-up

Mello, J. A. (2005). Strategic Human Resource Management. South-Western.