\n| <\/td>\n | <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\nOrganisational Examples<\/h3>\nWright et al. (2003) argues that companies start treating people as a human capital of competitive advantage which can be taken through the HR policies that best leverage of HR practices and its performance. Hilton International\u2019s UK hotels perceive this idea as being fundamenktally concerned with deployment of a service culture throughout the organization by paying special attention to line manager involvement in human resource practice (Maxwell & Watson, 2006).<\/p>\n HR policy also designed to address gender issues with emphasis on equal opportunities and efficiency concerns. Not taking these issues seriously usually lead to sexual discriminations particular among woman workforce sector. A study conducted by Standing (2000) describes the lack of reference to gender issues mostly in developing countries. It is exemplified that in Zimbabwe women\u2019s formal sector employment is mainly in the service sector and women stand at the lower end of the hierarchy and salary grades. It is also noted that in Uganda, only 3.7% women are employed in professional, technical, clerical and managerial occupations. <\/p>\n LG Electronics India had come up with new and improved HR Policy by introducing the Joyful Working 5 (JW5) programme. To accelerate and strengthen the Culture at LGEIL as the survey was conducted within the company, which mainly focused on the monotony employees are facing at work and the boredom they are undergoing. Such policy created the platform for both the employees and employers in better understanding and pleasant work environment which not only helped the company creating the compelling future, but also build the culture of striving for number one position in the industry. (LG, 2009)<\/p>\n NHS Direct were planning to redundant some of their employees in the next few months. With the formal company policies in place, the UNISON union committee had fought back with the statement that NHS Direct has breached policy for reasons which include failing to consult with UNISON\u2019s collective committee that there were plans to issue advance notice of redundancies. As a result, NHS Direct\u2019s director of human resources said, \u201cIf the proposal is accepted, we would, wherever possible, offer staff alternative employment at nearby NHS Direct sites and redundancies would only take effect as a last resort.\u201d (TheComet24, 2009)<\/p>\n This is a case about Blue Cross Company; according to Larson (2007) Susan Baldwin working for Blue Cross Company claimed she was subjected to various profanities and sexual innuendo from her boss. Blue Cross immediately interviewed Scott Head, the alleged harasser, and three other employees, but no one substantiated Baldwin\u2019s claims. Rather than terminating or disciplining the supervisor, Blue Cross gave him a warning and offered to hire an industrial psychologist to counsel both him and Baldwin. She refused. When Baldwin refused Blue Cross\u2019s subsequent offer to transfer her to another location, she was terminated. Her lawsuit followed quickly. The court found that Blue Cross was not liable for discrimination for terminating Baldwin because, \u201cFiring an employee because she will not cooperate with the employer\u2019s reasonable efforts to resolve her complaints is not discrimination based on sex, even if the complaints are about sexual harassment.\u201d The court also found that Blue Cross was not liable for the alleged acts of its supervisor because it exercised reasonable care to promptly correct harassing behaviour as soon as it was reported, and Baldwin unreasonably failed to take advantage of the remedial actions Blue Cross offered. (Larson, 2007)<\/p>\n A case about Sharon Coleman a former legal secretary in July 2008, won a legal battle in the European Court of Justice against her employers Attridge Law (now called EBR Attridge LLP), whom she accused of discriminating against her at the workplace and of having forced her into accepting voluntary redundancy. As Coleman had a 4-year-old son who was disabled, born with a medical condition that led to his having difficulties in breathing and hearing. According to Coleman, she was treated differently at work from other employees, who had normal children. By the law of Flexibility in the Workplace & Discrimination by Association, Coleman sued the company and won her legal battle.(ICMR, 2008a)<\/p>\n Eli Lilly & Company (Lilly) world\u2019s leading Pharmaceuticals Company, which claims to have a very good diversity program running at the company and was also widely regarded as a very good employer, faced a federal lawsuit regarding the company\u2019s human rights policies and practices. On April 20, 2006, a class action lawsuit was filed with the US District Court, Southern District of Indiana, by four black employees who had worked at Lilly. The lawsuit charged the company with being hostile and biased against them because of their race. Lilly was accused of discriminating against the black employees on the basis of race and denying them fair wages, promotions, performance Assessments and discipline. <\/p>\n In terms of renovation, reinvention, transformation or redesign, General Electric, has done emphasis in having a good working relationship and keep the best atmosphere for their employees. According to Immelt J,<\/u> people are the most important value in General Electric. Therefore, the ability to recruit the best people in the world is a competitive advantage without comparison. A strategic point into the management of RH is the communication chain, at the same time; the leaders must be able to represent employers and employees. Clear HR policies are essential so employees could understand their company and gain a sense of belonging.<\/p>\n Harley Davison which has a human resources system based on formal training and learning management. The result of this is that their employees share a positive attitude that is associated with the development and competitiveness of this Company. Harley Davison institutionalises its commitment to learning and created the University of Harley with the aim if developing leaders, translating values into action with an emotional performance in which the value attached to learning applies and, the Assessment of individual performance shapes a new organization in which the learning is shared and it is the ingredient that binds employees.<\/p>\n For the Swede Ingvar Kamprad founder of IKEA company, who started his idea in 1943, thinking in the basic necessities of the common people and nowadays his company has branch on 36 countries of Europe, Asia, North America and Oceania with more than 200 stores, the protection and careful of his employees, is and will be one of the most important policy, doing of them, a company with high social responsibility. Currently IKEA has more than 105.000 employees, for this reason their greatest concern for them is give to their employees a good balance between work and personal life, therefore, they have kept flexibility in their task and activities, suitable schedules, plans of professional development, support in different studies as college or universities and medical coverage; consequently of their policies in RH and programs for employees, IKEA has received several awards.<\/p>\n WALMART, company which is into top 5 of the greatest companies in the world. It success is based mainly in \u201ccustomers and employees\u201d, In fact the policies created around the employees was essential in his goals, Sam Walson founder, offered their employees, benefits and gaining, in order to, they were part of the excellent results. In other words, Sam Walson wanted his employees were members, encouraging from cashiers to managers to think how owners, idea very successful, likewise, for him, was fundamental to have employees with new ideas, clear thoughts and positive mind without bad habits from their previous jobs.<\/p>\n Nestl\u00e9 was a result of the merger in 1905 of the Anglo-Swiss Condensed Milk, founded in 1866, with (Farine Lactea) Nestl\u00e9 SA., Founded in 1867 by Henri Nestl\u00e9, who invented a product that continues to save the lives of children and newborn \u2013 infant formula for babies whose mothers cannot breastfeed. its success is the sum of a long and distinguished history, part of its success is based on the thought that their partners should achieve a good balance between their careers and their privacy. Not only because it reinforces the loyalty, satisfaction and it improves productivity, also it has a positive impact on the reputation of the Company and to attract and motivate employees.<\/p>\n According to the list of Best Workplaces 2007, Microsoft has been designated as the company with better working environment, the study include: credibility, respect, fairness, pride and camaraderie. According to it, the Microsoft executives are fulfilling their promises in creating career and training opportunities and properly assigning functions (promotions to worthy people), the company involves employees in decision-making takes into account their suggestions, recognizes his work and allows flexibility.<\/p>\n Employee networks are a key element of American Express\u2019 success in supporting diversity in the workplace. Currently, American Express has 10 networks open to all employees organized around topic (sample nursing essay examples by the best nursing assignment writing service)s of interest to African-American, Asian, Christian, Gay & Lesbian, Hispanic (the best nursing writing service, a studybay for your papers), Jewish, and Native American employees, as well as for People over 40, People with Disabilities and Women. These networks provide support to American Express\u2019 business objectives, including enhancing marketing efforts in targeted communities, supporting employee recruitment and retention initiatives, and participating in outreach and volunteer programs. These networks have also been instrumental in helping to introduce new policies and benefits to employees. For example, GLOBE, the company\u2019s gay and lesbian network, was instrumental in having domestic partner benefits introduced back in 1997. And WIN, the women\u2019s network, worked with management to introduce a customized companywide alternative work arrangements policy as well as a free backup childcare centers in several locations throughout the United States.<\/p>\n A mishandling on the resources human policies, can lead to failure. Such as is the case of ENRON one of the seven biggest companies in United States, the problem was focused in a poor policy of recruitment and selection, due to, they chosen people with high qualification, but they were not suitable for the position, besides people hired by just friendship, taking wrong decisions in critical situations. Is the case of Cindy Olson who was HR Vice-President of ENRON. She did not have enough knowledge about United States laws regarding to employee benefits, giving wrong advices of investment over stock-options. The previous point represents a serious violation to the financial legislation in the United State of America.<\/p>\n Conclusions<\/h3>\nLooking at the evidence provided, it seems that production and maintenance of formal HR policies record are applied in ways that assures that personnel management policies are in use. <\/p>\n Companies typically have to make revisions to established HR policies on a regular basis otherwise there is a danger of those policies to become outdated as the company grows and as the regulatory and business environments in which it operates evolve.<\/p>\n On the other side, Policies can be made today and changed tomorrow who can stop the management from doing that? Most research on human resource (HR) policies in the workplace suggests that formal policies can contribute to variation in discrimination by altering employers\u2019 behaviours. We consider an alternative manner by which HR policies influence formal discrimination complaints. HR policies, especially those targeting employees, can raise employees\u2019 rights awareness and encourage them to seek remedies for discrimination at work. <\/p>\n PART B: BOYCOTTS, LOCKOUTS AND STRIKES<\/h3>\nChapter 1.<\/h3>\nIntroduction<\/h3>\nIndustrial actions typically take place when a disagreement between the trade union and the management team of a business is not resolved through negotiation. The main forms of industrial action are: Strikes (workers refuse to work for the employer) and Lockouts (a work stoppage where the employer stops workers from working). <\/p>\n These sorts of actions should be avoided because they are expensive for businesses and countries; actions must be taken by HR management and trade unions in order to solve the disputes at work, they have mechanisms such as: <\/p>\n \n- Mediation (A mediator, an impartial expert talks to both parties and gets a solution both can accept); <\/li>\n
- Conciliation (Though similar to mediation but used to resolve legal dispute instead of general problems inside the company); <\/li>\n
- Arbitration (An impartial person known as an \u2018arbitrator\u2019, decides between two claims).The last resource affirms by NI Direct, UK to solve a work problem is going to an Industrial Tribunal or a court <\/li>\n<\/ul>\n
Literature Review<\/h3>\nNot until the 1960s, Leopold, Harris, Watson (2005) claimed, \u201cThere was little in the way of legal intervention in the relationship between employer and employee. A growing concern about the impact of the country\u2019s high level of industrial stoppages on the UK\u2019s economic performance led to the setting up of the Donovan Commission to investigate the country\u2019s industrial relations problems. While the Commission\u2019s report (Donovan, 1968) supported the continuance of the voluntary system of bargaining it recommended reform based on \u2018properly conducted, collective bargaining\u2019 with a greater formalization of the process at company level which was to include the professionalization of personnel specialists.<\/p>\n Certain individuals\/organisations operate with a view of management and work organisations which academics often characterize as processual \u2013 an approach which they contrast with a systems one (Watson, 2002). They see management as a process in which managers are \u2018all the time negotiating and renegotiating compromises and achieving work agreements\u2019, rather than a \u2018matter of resigning systems which sort everything out\u2019. They operate within a pluralist perspective: This always taking into account the fact that there is a plurality of interests, goals, wants and priorities among the variety of people involved in any given organisation.<\/p>\n Other organisations see management and employment relations from Unitary Perspective: This assumes the predominance of common interests and shared priorities across the organisation\u201d. Pages 412-414<\/p>\n Boycott<\/h3>\nBurnett (1891) defined boycott as \u201ca means of moral offence used by individuals against each other, or by sections of a community against other sections or individuals differing from them on some matter of action or opinion.<\/p>\n The industrial boycott almost invariably but not always or necessarily, is a phase of strike or lock-out, but it sometimes exists apart from either. It is generally used against an employer who refuses to concede the demands of his workpeople or of trade union, but it sometimes applied by one organisation of workmen against another.<\/p>\n It may accompany or supplement and follow, an unsuccessful strike, or it may be wielded against an employer having no dispute with his employee, simply because they do not belong to a trade union\u201d. Pages 163-173<\/p>\n Lock-Out<\/h3>\nAccording to DEWR, Australian Government, \u201cLockout is a weapon of an employer to thwart or enforce such change by preventing employees from working. Another measure is work to rule, when production is virtually brought to a halt by the strict following of union rules. This will depend on whether the lockout is \u201cprotected\u201d (ie. lawful) or \u201cunprotected\u201d (ie. unlawful).<\/p>\n Lockouts are protected if: <\/p>\n |