HR for Non-HR Managers

HR for Non-HR Managers

$70.00$90.00

The Labour Act and others pieces of legislation promote and legitimize the existence of collective worker groups. Such collective worker groups are an important feature in industrial relations. Industrial relations dynamics manifest themselves within these worker groups and also in the interaction between the worker groups, individual employees and management. The effective management of these dynamics is crucial for the attainment of the goals of the business or organizations in an increasingly cut-throat and competitive environment, nationally, regionally, and internationally. Poor industrial relations offer in:

  • Low employee morale and productivity
  • Industrial actions (and other negative forms of work behaviour) and the potential loss of markets.
  • High litigation logs unnecessarily increasing operating costs and chewing into the revenue base.
  • Unwarranted reputational risks and costs

From the above, it is clear therefore that the management of industrial relations should be every manager’s business. This area is too important to be left to specialists only. Indeed, the management of industrial relations is first and foremost the proactive responsibility of line management if long term dividends are to accrue to the business and the organizations.

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SKU: HRN-01 Category:

Description

The Labour Act and others pieces of legislation promote and legitimize the existence of collective worker groups. Such collective worker groups are an important feature in industrial relations. Industrial relations dynamics manifest themselves within these worker groups and also in the interaction between the worker groups, individual employees and management. The effective management of these dynamics is crucial for the attainment of the goals of the business or organizations in an increasingly cut-throat and competitive environment, nationally, regionally, and internationally. Poor industrial relations offer in:

  • Low employee morale and productivity
  • Industrial actions (and other negative forms of work behaviour) and the potential loss of markets.
  • High litigation logs unnecessarily increasing operating costs and chewing into the revenue base.
  • Unwarranted reputational risks and costs

From the above, it is clear therefore that the management of industrial relations should be every manager’s business. This area is too important to be left to specialists only. Indeed, the management of industrial relations is first and foremost the proactive responsibility of line management if long term dividends are to accrue to the business and the organizations.

Additional information

Prefered Venue

Mandel Training Centre, My Company Premises

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