B2002

Human Resource Management

Lecture 8
Organisational Development/
Organisational Culture (Unit 18)
p y
Employment Act / Industrial Relations ((Unit
19)

Lecturer: Dr. Stephen Or (Email: stephen.or@elitemass.com)

1 B2002 HRM Lecture 8

Organisational Development
& Organisational Culture
(Unit 18)

2 B2002 HRM Lecture 8

1
 Organisational Development
(OD)

3 B2002 HRM Lecture 8

Organisational
Development (1)
• Definition
– The application of behavioural science knowledge effect to improve
an organisation’s ability to cope with change in its external
environment and increase its problem solving capabilities
capabilities.
• Goals
– To offer a systematic approach to planned change in organisations
that addresses two main goals:
• process goals
• outcome goals
– Process Goals:
• Goals that focus on improvements in the way people work
together in an organisation
– Outcome Goals:
• Goals that focus on improvements in what people accomplish in
an organisation
4 B2002 HRM Lecture 8

2
 Organisational
Development (2)
• OD is intended to help organisations & their
members by:
– creating an open problem – solving climate
– supplementing formal authority with that of
knowledge & competence
– moving decision points to where relevant
information is available
– building trust and maximising collaboration
among individuals and groups
– allowing people to exercise self-direction &
self-control at work
5 B2002 HRM Lecture 8

Organisational
Development (3)
• Process of OD
– Diagnosis:
• stage of gathering and analysing data to assess a situation
• set appropriate
pp p change
g objectives
j
– Active intervention:
• Change objectives are pursued through a variety of specific activities
– Reinforcement:
• Changes are monitored, reinforced, and evaluated
• Suggested Stages of the OD Process
– The ‘change agent’ and senior executives discuss the aims of the programme
and the ideas behind it, bearing in mind future needs
– The
Th main i problems
bl & objectives
bj ti are sett outt clearly.
l l
– An ‘audit’ of the organisation is effected, e.g. state of morale, existing
relationships between persons (done by interview, questionnaire, etc.).
– Targets for improvement can then be set & agreed.
– A check on effect of plans is needed to ensure that the new methods are
maintained
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3
 Organisational
Development (4)
• Inputs of OD:

7 B2002 HRM Lecture 8

Organisational
Development (5)
• Characteristics of OD:
– The target is the total organisation.
– The goal is improved organisational effectiveness.
– Strategies,
Strategies methodologies,
methodologies and interventions are based on
behavioural sciences & other socio-technical disciplines.
– OD examines the relationship of management practices, individual
feelings, and behaviour in relationship to outcomes.
– OD is a continuing long-term effort.
– Based on explicit human values.
– It is the assigned tasks of one or more persons in an organisation
• OD Interventions:
– activities initiated in support of an OD programme
– designed to improve work effectiveness of individuals, groups, or the
organisation as a whole
– can be categorised in respect to their major impact at the
organisational, group, and individual levels of action
8 B2002 HRM Lecture 8

4
 Organisational
Development (6)
• OD Interventions
– Organisation-wide Interventions
– Survey feedback:
• Confrontation
C f t ti meeting ti
• Structural redesign
• Management by objectives (MBO)
– Group & Intergroup Interventions:
• Team building
• Intergroup team building
– Individual interventions:
• Sensitivity Training
• Management Training
• Role Negotiation
• Career Planning
• Job Redesign
9 B2002 HRM Lecture 8

Organisational
Development (7)
• OD can be considered as an approach to the introduction of planned change
and concentrating on the process of change.
• The emphasis is in creating a more flexible open-minded organisation, which is
more receptive to change and where people can recognise the need for change
and implement
p action themselves
• The increasing need for change led to the development of OD; created by
changes in:
– technology & labour skills
– attitudes of employees
– size of organisation
– need to improve performance
• An ‘agent of change’ (change agent)
– is needed to act as a catalyst
– may be from inside or outside the organisation.
organisation
– help the company solve its own problems and the focus is on organisational,
group and interpersonal processes (process consultancy).
– Many aspects of the organisation are examined & activities are largely group
based.
• Members are encouraged to speak more openly about problems & intergroup
activities are encouraged
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5
 Organisational
Development (8)
STRUCTURE
(Systems of communication,
authority or work flow)

TASK TECHNOLOGY
(Manufacturing, (Tools, presses, drills, work
servicing, etc.) measurement)

PEOPLE
11 B2002 HRM Lecture 8

Organisational
Development (9)
• The above factors are all inter-dependent as a change in one
• Technology (introduction of a computer) will influence tasks (nature of work
changes, i.e. output is greater and quicker), organisation structure (fewer staff
needed), people (by their accepting or not accepting the need for a computer).
• There is too much rigidity in the organisation
• Rigidity does not enable creative ideas to be introduced.
• To overcome rigidity:
– Diversification
• companies with too narrow a product base buy interests in other
industries.
– Decentralisation
• parent company has overall control
control, but units are given authority to make
major decisions and the unit managers are held accountable for results to
the parent company.
– Venture groups
• group is given resources to develop a new idea, which may have come
from a group member.
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6
Organisational
Development (10)
• Advantages of OD
– Concentrates on the team rather than on
individual development
– Raise morale & efficiency
– Helps employees to face changes themselves in
an ever-changing environment.
• Disadvantages of OD
– Difficult to convince staff of the need to change
change.
– May be costly to implement.
– Needs continual support by top management
and their conviction of the need for change
13 B2002 HRM Lecture 8

Organisational
Development (11)
• Experience has shown that managers would
be more effective if they:
– did not rely too much on their experience;
– adopted a more flexible role in discussions;
– encourage the definition of problems in many
varied ways;
– helped others to methodically talk through points
in ol ed
involved;
– are skilled in questioning persons and working
with them in making decisions;
– have a management ‘style’ conducive to change.
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7
 Organisational
Development (12)
• Organisational Health
– The following features indicate a healthy
organisation:
• Objectives
• Communications
• Frankness
• Conflict
• Motivation
• Decisions
• Organisation structure
• Feedback
• Change
15 B2002 HRM Lecture 8

Organisational
Development (13)
• Objectives
– Objectives are well defined for all parts of the organisation
– there are well developed and agreed plans for achieving them
• Communications
– both formal and informal are effective with people talking to each
other and listening to what others are saying
• Frankness
– predominates with people being allowed to say what they feel
and what they really mean rather than saying what they think the
other person ought to or wants to hear.
• Conflict
– is recognised as an inevitable factor
– is handled openly and resolved constructively, thus minimising
the idea of winners and losers
• Motivation
– is maximised at all levels by attempting to integrate the personal
needs of individuals with the organisation’s objectives
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8
 Organisational
Development (14)
• Decisions
– are made at the lowest levels of management having the necessary information
and responsibility for implementation
– are not p
passed upwards
p as a means of avoiding
g such responsibility
p y
• Organisation structure
– is continually under review
– sufficiently flexible to allow changes to be made easily to meet new
circumstances
• Feedback
– is quick so that managers at all levels have information readily available to them
on which they can assess the effectiveness of their actions and decisions and
thus make any necessary changes
• Change
– the organisation does not use up energy clinging to an obsolete status quo but
accepts that change must be met positively to maintain or increase effectiveness.
• No organisation achieves perfect health!

17 B2002 HRM Lecture 8

Organisational Culture

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9
 Definition of
Organizational Culture
• Definition
– The deep-set belief about the way work
should be organised
organised, the way authority should
be exercised, people rewarded, people
controlled
– An important aspect of the process by which
leaders can articulate a vision and engender
support
• Impact:
I t
– If the culture of an organisation is not adaptive to
change or to new ideas, then the leadership
objectives will be difficult to achieve
19 B2002 HRM Lecture 8

Levels of Corporate
Culture
Observable Symbols Artefacts
Ceremonies, Stories,
Slogans,
Behaviors, Dress,
Physical Settings
Values
Underlying
Values
Values,
Assumptions,
(Source: Adapted from Schein,
Beliefs, Attitudes,
E. (1992) Organizational
Culture and Leadership,
Feelings Basic
second edition, San Francisco:
20 Jossey Bass.) B2002 HRM Lecture 8
Assumptions

10
 Organisational Culture

(Exploring corporate
strategy: text and
cases, 2005, P.200.)

21 B2002 HRM Lecture 8

3 Levels of
Organizational Culture (1)
• Artefacts
– Tangible phenomena that embody organizational culture
– Examples:
• Types of people employed (personalities, levels of education, etc.)
• T diti
Traditions & rituals
it l (ceremonies)
( i )
• Technology
• Architecture
• Logos, heroes, stories, myths, etc.
• Values
– Answers to questions like:
• What are we doing?
• Why are we doing it?
– Involved ethical statements of “rightness”
– Examples:
• Commitment to equality of opportunity
• To solve human problems through the application of technology or to profit
maximization for shareholders
(Source: Knights D. & Willmott H. (2007) Introducing Organizational Behaviour
and Management, London: Thomson. P.347)

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11
3 Levels of
Organizational Culture (2)
• Basic Assumptions
– Unconscious & taken for granted ways of seeing
the world
– The source of values & artefacts
– Concern questions about:
• Our relationship to our environment
• Our relationship to each other
• Reality & truth
• Human nature
• Human activity
(Source: Knights D. & Willmott H. (2007) Introducing Organizational
Behaviour and Management, London: Thomson. P.347-8)

23 B2002 HRM Lecture 8

Examples of Organizational Culture

• “Purple
Purple Promise Culture
Culture” – I will make every Fedex
experience outstanding! (Fedex)
• Innovation and risk taking (3M)
• Outcome orientation (Bausch & Lomb)
• People orientation (Southwest Airlines, SWA)
• Aggressiveness (Microsoft)
• Family-friendly (SAS Institute)

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12
 Formal Signs and
Policies Symbols

Ho Do
How
Managers Shape
Culture?
Rites and
Stories
Ceremonies

25 B2002 HRM Lecture 8

4 Types of Organizational
Culture
• Power Culture
– Represented by a Web
• Role Culture
– Represented by a Greek Temple
• Task Culture
– Represented by a Net or a Matrix
• People/Cluster
P l /Cl C
Culture
l
– Represented by a Galaxy of Stars

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13
Power Culture
(Represented by a Web)

27 B2002 HRM Lecture 8

Power Culture
(Represented by a Web)
•Depends on a central power source, usually the founder/owner
•Trust between centre and “outlying＂ staff is key to effectiveness, as in personal
interaction.
• The central figure needs to select staff who have similar ways of thinking (so they can
be left to get on with their work; thus members have a lot of freedom)
• Few rules & routines
• Decisions depend on balance of power rather than procedure
• A strong, cohesive, and flexible culture where politically minded risk-takers thrive
• Centre＇s influence declines as organization grows bigger (and the web weaker),
which may prompt break-up into smaller divisions or a shift toward “role culture＂
• Tough & competitive, possibly causing low morale & high labour turnover
• Replacement of the centre at the end of their career is a key challenge because a
“ b without
“web ith t a spider
id h t th ＂ (source:
has no strengths＂ ( Handy
H d C C. (1993) U
Understanding
d t di
Organizations: Managing Differentiation and Integration, New York: Oxford University
Press. P. 184.)
• Likely to be found in small entrepreneurial organisations (e.g. trading, finance, or
property companies, new businesses and/or family firms)
(Source: Knights D. & Willmott H. (2007) Introducing Organizational Behaviour and
Management, London: Thomson. P.351)
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14
Role Culture
(Represented by a Greek Temple)

29 B2002 HRM Lecture 8

Role Culture
(Represented by a Greek Temple)
• Reason & logic are key values
• A bureaucratic & highly structured organization (temple’s pillars are
specialist departments like marketing or production; roof is senior
management team)
• Organizational operations controlled by job procedures,
procedures reporting
procedures, communications policies, etc.
• Staff are selected on basis of capability/expertise & are not required to do
anything more than their roles require
• Power comes from hierarchical position, not personal charisma
• Works well where the market is a predictable or a monopoly/oligopoly exists
• Provides security & predictability for workers who are able to climb the
“career ladder”
• “But Greek temples are insecure when the ground shakes” (source: Handy
C. (1993) Understanding Organizations: Managing Differentiation and
Integration, New York: Oxford University Press. P. 184.)
• – they do NOT respond quickly to changing circumstances, and can be
frustrating for those who seek freedom
• Examples: civil service, car manufacturers, oil companies, life insurance
companies, high street banks
(Source: Knights D. & Willmott H. (2007) Introducing Organizational Behaviour
and Management, London: Thomson. P.352)
30 B2002 HRM Lecture 8

15
Task Culture
(Represented by a Net or a Matrix)

31 B2002 HRM Lecture 8

Task Culture
(Represented by a Net or a Matrix)
• Centres on getting the job done
• Bringing the right people & resources together at the right time to work on a
project
• Staff may be simultaneously involved in several different projects
• Key values are expertise & teamwork
• Overall control maintained by central allocation of resources & people to
projects
• Suited to competitive & volatile markets with short product cycles, where
responsiveness, cooperation, and creativity are vital
• Project teams can be formed & abandoned rapidly
• Decision-making is often faster
• Being devoted to team level
• But no real attention to economies of scale
• Staff may have little opportunity to develop expertise when working a
across a range of projects
• Staff can generate confusion & insecurity
• Examples: venture capital firms, management consultancies, advertising
agencies, etc.
(Source: Knights D. & Willmott H. (2007) Introducing Organizational Behaviour
and Management, London: Thomson. P.352)
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16
Person/Cluster Culture
(Represented by a Galaxy of Stars)

33 B2002 HRM Lecture 8

Person/Cluster Culture
(Represented by a Galaxy of Stars)
• Key value is individuality or freedom
• Organization exists only for its members’ benefits
• Organization comes into existence when people find that sharing
p
office space,, desks,, IT network,, etc. helps
p them (but
( there are no
collective goals as such)
• Overall control is only possible by mutual consent
• Power is shared
• Tends not to last
• “Too soon the organization achieves its own identify and begins
to impose on its individuals. It becomes, at best, a task culture,
but often a power or role culture” (source: Handy C. (1993)
Understanding g Organizations:
g Managing
g g Differentiation and
Integration, New York: Oxford University Press. P.191.)
• Examples: barristers’ chambers, architects’ partnerships, small
organizational enclaves like consultants in an National Health
Services (NHS) hospital.
(Source: Knights D. & Willmott H. (2007) Introducing Organizational
Behaviour and Management, London: Thomson. P.352-3)
34 B2002 HRM Lecture 8

17
 Employment Act (UK) &

Legal Aspects of Employment

((Unit 19-20))

35 B2002 HRM Lecture 8

Employment Act (1)

• Contracts of Service
– Salary
– Rest days, hours of work, holiday, etc.
– Authorized deductions
– Emergency situations
• Termination
• Misconduct
• Breach of contract
• Payment of salary & bonus
• Conditions of service
• Contractors & contracting
• Health accommodation & medical care
36
• Claims & complaints
B2002 HRM Lecture 8

18
Employment Act (2) - Notice
• Either party may, at any time, give the other party notice of his/her
intention to terminate the contract of service
• The length of notice shall be the same for both the employer & the
employee and shall not be less than:
employee,
– 1 day’s notice, if the employment has been for less than 26 weeks
– 1 week, where it has been more than 26 weeks, but less than 2 years
– 2 weeks, where it has been more than 2 years, but less than 5 years
– 4 weeks, where it has been 5 years or more
• The notice shall be in writing, and the day on which the notice is given
shall be included in the period of notice
• Either p
party
y can waive the right
g to receive notice
• Should either party terminate employment without notice, he/she shall
pay to the other party a sum equivalent to the amount of salary that
would have accrued
• In the event of a wilful breach, either party may terminate a contract of
service without notice
37 B2002 HRM Lecture 8

Employment Act (3) -

Misconduct
• An employer may, after due enquiry, dismiss without notice on the grounds of
misconduct, or he/she may either:
– instantly down-grade the employee, or
– instantly suspend he/she without payment for a period not exceeding one week.
• If the employee considers he/she was dismissed without just cause or excuse
excuse,
he/she may, within one month, make representation to the Minister in writing to be
reinstated
• The Minister, after due enquiry and report, may either:
– direct that the employee is to be reinstated (with reimbursement of all monies
he would have received), or
– direct the employer to pay such amount of compensation as he may determine
• The decision of the Minister shall be final & conclusive, and not challengeable in any
court.
• Any decision of the Minister shall operate as a bar to any action for damages in any
court for wrongful dismissal
• Any employer who fails to comply with the direction of the Minister, shall be guilty of
an offence and liable, on conviction, to imprisonment of up to twelve months, or a
fine of up to $5000, or both.
• For the purpose of making an enquiry into a misconduct situation, the employer may
suspend an employee for a period of up to one week, but shall pay him/her not less
than half salary.
• Should the inquiry not disclose any misconduct, the employer shall pay the amount
of salary withheld
38 B2002 HRM Lecture 8

19
Employment Act (4)
• Change of Employer
– If a trade or business is transferred from one person to another, or
from one body corporate to another, the period of service of the
employee at the time of transfer shall be counted as a period of
employment with the transferee
– There is no break in continuity
– Similar provisions apply on the death of an employer, where the
employee is taken into employment by the personal
representative or trustee of the deceased
• Salary
– Salary shall be paid at fixed periods, and no period shall exceed
one month and, unless otherwise agreed in writing, shall be paid
in legal tender
– No deductions, other than those authorised by the Employment
Act shall be made, unless by order of a court or other competent
39 authority B2002 HRM Lecture 8

Employment Act (5) – Rest Days,

Hours of Work, Holidays, etc.
• 1. Every employee shall be entitled to a rest day in each week, which shall be
Sunday or such other day as determined by the employer.
• 2. If an employee, at his own request, works on a rest day, he shall be paid the
ordinary rate of pay for that day, but, if requested to do so by the employer, he shall
be paid an extra day’s
day s pay.
pay
• 3. An employee shall not, with certain exceptions, be required to work more than six
continuous hours without a period of leisure, or more than eight hours in any one day
or forty-four hours in one week.
• 4. An employee may, however, be required to work in excess of these hours in
emergency situations as defined in the Act.
• 5. Where the eight hours or in certain circumstances nine hours, a day or forty-four
hours a week are exceeded, the employee shall be entitled to be paid for excess
hours at one and a half times his usual rate of pay.
• 6 All employees
6. l are entitled
titl d to
t be
b paid
id ffor d
days specified
ifi d in
i the
th Schedule
S h d l tto th
the
Holiday Act or other agreed substituted days.
• 7. If the specified day shall fall on a rest day, the working day immediately following
shall be the paid day.
• 8. Where an employee, without permission or reasonable excuse, absents
himself/herself from work either on the day preceding or following a holiday, he/she
shall lose his/her entitlement to be paid for that day.
40 B2002 HRM Lecture 8

20
Employment Act (6) – Rest Days
Hours of Work, Holidays, etc.
• 9. An employee required to work on a holiday shall be entitled to an extra day’s pay at
ordinary rates.
• 10. In addition to rest days, holidays or sick leave, an employee shall be entitled to Annual
Leave as follows:
– a) 1st year of service – 7 day’s leave
– b)) 2nd yyear of service – 8 day’s
y leave
– c) 3rd year of service – 9 day’s leave
– d) 4th year of service – 10 day’s leave
– e) 5th year of service – 11 day’s leave
– f) 6th year of service – 12 day’s leave
– g) 7th year of service – 13 day’s leave
– h) 8th year of service – 14 day’s leave
• 11. He/she shall lose this entitlement if he absents himself without permission or reasonable
excuse for more than twenty percent of working days in the year.
• 12. Leave is to be taken within twelve months of the end of the twelve month period of
employment, and any employee failing to do so loses his/her entitlement.
• 13. An employee who is dismissed, other than for misconduct, should be entitled to leave
pay up to dismissal
dismissal.
• 14. An employee with not less than twelve months of continuous employment shall, after
examination at the expense of the employer, be entitle to sick leave not excluding:
– a) fourteen days in each, if no hospitalisation is necessary
– b) sixty days, if hospitalisation is necessary or certified
• 15. Where both conditions 14.1 and 14.2 apply, the maximum entitlement shall be fourteen
days, plus the number of days hospitalised.
• 16. An employee absenting himself on sick leave other than in accordance with these
provisions, shall be deemed to be absent without permission or reasonable cause
41 B2002 HRM Lecture 8

Employment Act (7)

• Health, Accommodation, and Medical Care
– 1. Any employer who provides quarters has a duty to maintain them to the
satisfaction of the Ministry of Health.
– He/she must provide:
• a) sufficient and proper quarters
• b) a sufficient supply of wholesome water (suitable for drinking and bathing)
• c) sufficient and proper sanitary arrangements
– 2. The employer must also provide first aid equipment
– 3. When the number of employees warrants it, provide and maintain a clinic or
dispensary
• Authorised deduction
– 1. For absence from work.
– 2. Damage to, or loss of goods entrusted to the employees, where directly due to
neglect or default.
– 3. Actual cost of meals supplied at employees’ request.
– 4.
4 For those accommodation supplied
supplied.
– 5. Amenities and services supplied as authorised by Commissioner.
– 6. Recovery of advances or loans or overpayment of salary.
– 7. Income tax payable.
– 8. Contributions payable under the provisions of the Central Provident Fund Act.
– 9. Subscriptions, entrance fees, instalments, etc., paid by the employer for, and
with, the written consent of the employee.
– 10. As may be approved by the Minister from time to time
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Employment Act (8) –
Emergency Situations
• 1. Irrespective of the limits placed on working hours, an
employee may be required to work hours in excess or on a
rest day in the case of:
– a) Accident, actual or threatened.
– b) Work which is essential to the life of the Community.
– c) Work which is essential for defence or security.
– d) Urgent work to machinery or plant.
– e) Unforeseen interruptions.
– f) Any industrial undertaking essential to the economy of
Singapore, or certain other essential services.
• In the event of a dispute in connection with paragraph f.
above, the Commissioner has power to decide whether
employer is justified in calling upon employees.
43 B2002 HRM Lecture 8

Employment Act (9)

• Employment Laws - UK
– Industrial Relations Act
– Employment Act
– Central Provident Fund Act
– Trade Disputes Act
– Trade Union Act
– Workmen Compensation Act
– Factory Act – Health and Safety
• Why are Labour Laws Important?
– Understand the demands of the law
– Operate within the law
– Avoid deaths, injuries, compensation, fines, and jail terms
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Employment Act (10)
• Labour Laws & The Employee
– Agent/representative for the Company
– The first contact for the Company
– You
Y implement
i l t company’s ’ policies
li i andd th
the llaw
– You are also an employee
• Enjoy benefits
• Protection provided by the law
• Face the union/employee’s representative(s)
• Labour Laws & the Company
– Instruct y
you to carry
y out p
policies and benefits
– Ensure that you know what to do
– That what you do is correct and proper
– Operate within the law
– Good employer image
– Unions are coming into the industry
45 B2002 HRM Lecture 8

Employment Act (11)

• British Act modified to suit Singapore’s needs and conditions
Introduced shortly after the PAP Government came into power in
1959
• Regulate employment terms and conditions
• Reduce conflicts on unclear terms and legal requirement
• Restore to employer’s their legal rights
• Industrial Relations Act
– Western Australian Act modified to suit Singapore’s needs and conditions
– Regulate and control the strikes hitting Singapore at that period of time
– Provide a means:
• for negotiations
• for conciliation
• for arbitration
• to resolve industrial conflicts
• minimise trade disputes

46 B2002 HRM Lecture 8

23
Employment Act (12)

• Selected Parts of “Industrial Relations Act”

– PART II INDUSTRIAL ARBITRATION COURTS
– PART III COLLECTIVE BARGAINING
– PART IV ARBITRATION
– PART V AWARDS
– PART VI PROCEDURE AND POWERS OF THE
COURTS
– PART VII BOARDS OF ENQUIRY
– PART VIII MISCELLANEOUS

47 B2002 HRM Lecture 8

Employment Act (13)

• “Industrial Relations Act”
– Main act for the control of trade disputes.
– Provides an avenue for conciliation and arbitration.
– The Ministry of Labour can appoint Conciliation Officers to investigate
disputes or to resolve disputes.
– Provides protection against discrimination of employees on grounds of
Trade Union membership or activities, and paid time off to attend
legitimate union’s business.
– The Appointment of a President of the Industrial Arbitration Court – main
task is to see that industrial agreements are properly negotiated, and to
arbitrate in disputes and make awards.
– All agreements made must be registered and be enforceable for two to
three years. These agreements are binding on both parties.
– Minister for Labour has powers to evoke relevant sections of the Act in
the interest of the community and the economic situation of the Country.
– Provides fines and jail terms for non-compliance.
48 B2002 HRM Lecture 8

24
Employment Act (14)
• Industrial Arbitration Court” – Part II of “Industrial Relations Act”
– Part II of this act (INDUSTRIAL ARBITRATION COURT) provides
for the establishment of an Industrial Arbitration Court, which will
have a president
president, assisted by two lay people selected from an
employer’s panel and an employees panel respectively.
– Part III of this act (COLLECTIVE BARGAINING) acknowledges the
fact that recognised Trade Unions have the right to invite employers
to negotiate an agreement.
– No collective agreement shall cover:
• a) the promotion of individual employees
• b)) the transfer of employees
p y
• c) the selection of employees
• d) the termination of employment for reasons of redundancy
• e) the dismissal or reinstatement of employees which is subject to
investigation under the Employment Act
• f) the assignment of tasks which is compatible to the employers terms of
employment.
49 B2002 HRM Lecture 8

Employment Act (15)

• An agreement, certified by the Industrial Arbitration Court is binding
upon the parties to the agreement and their successors, and the
agreement must be valid for a minimum of two and a maximum of
three years.
years
• Part IV of the act (ARBITRATION) requires that all disputes are
registered with the court.
• Part VIII of the act (MISCELLANEOUS) covers certain terms relating
to employment, the main points are:
– a) any person subject to an award shall not be subject to expulsion from a
Trade Union or deprived of any right or benefit
– b) any person who persuades (or attempts to persuade) another not to
become (or cease to be) a member or officer of a Trade Union is guilty of an
offence.
– c) it is not an offence for an employer to demand that an employee ceases to
be a member of a Trade Union, in order to be promoted to managerial or
executive status, unless the Trade Union is one for managers or executives.

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Employment Act (16)
– d) it is also an offence for an employer to discriminate against
prospective employees on the grounds of Trade Union membership.
– e) an employee may apply in writing for reasonable paid leave to carry
out the duties of a Trade Union Officer,
Officer provided the business is on
matters concerning his employers.
– f) Section 81 (Injuring employee on account of industrial action) states
that an employer shall not dismiss or threaten to dismiss or to injure any
employee who:
• - proposes to become a Trade Union member or office
• - is, or becomes entitled to any award
• - proposes to become a witness at the Industrial Arbitration Court
• - is a member of a Trade Union which has given notice to negotiate
• - absents himself to carry out his Trade Union duties under section
80 of the Industrial Relations Act. (Leave on trade union business)

51 B2002 HRM Lecture 8

Employment Act (17)

• Industrial Arbitration Court

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 English – Chinese
Glossary
English Chinese English Chinese
Artefacts 人工製品/ Leadership 領導
實物 （才能）
Basic Assumptions 基本假設 Organisational 組織文化
Culture

Benevolent 慈悲式獨裁 Organisational 組織發展

Authoritative Development

Consultative 諮詢式 Participative 參與式

Exploitive 剝削式獨裁 Traits 特徵
Authoritative

Leaders 領袖 Values 價值觀

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