A case study of BPO Company X’s employee relations using curated key dimensions from the Welz et. al (2016) industrial relations framework

• Main Author: Contreras, Gienah Camille D.
• Format: text
• Language: English
• Published: Animo Repository 2018
• Subjects: Industrial relations; Human Resources Management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6381; https://animorepository.dlsu.edu.ph/cgi/viewcontent.cgi?article=13440&context=etd_masteral
• Institution: De La Salle University

No organization can survive without giving importance to its employees. Employees are among an organization's most important resources and coined as most valuable assets. It involves maintaining a work environment that satisfies the needs of individual employees and management. With this, it is important that effective employee relations must be created and cultivated for a motivated and productive workforce. The purpose of the study is to understand the organization’s current state of employee relations and will be examined as to what extent does the organization promote the curated key dimensions from the industrial relations framework spearheaded by Welz et al. (2016). In finding out the current organizational climate and the promotion of the identified dimensions from the chosen framework, both quantitative and qualitative research approaches were employed. Also, the following instruments were used: Employee Relations Survey (ERS) by the Power HR Forum of India and Handbook for Measuring Quality of Employment by the Bureau of the Conference of European Statisticians (CES). The results of this study indicate how the curated dimensions namely; industrial democracy, social justice and job and employment quality, are promoted in the organization and identify its importance in improving organizational culture and having the right impact on employees. Findings show that the respondents generally gave out a high amount of favorability or agreement towards the statements measuring the identified key dimensions through the organizational climate, yielding a positive total result of 3. 69. Tomagnify the results of the different dimensions, the results reveal that the organization scored weak and needs to focus more in terms of involving employees in decision-making that may impact the employees in some way, two-way communication of management and employees, health and wellness program implementation and training and development practices. In terms of programs that can be initiated and implemented in the future, organizations with successful programs usually have processes in place to monitor the utilization of benefits and outcomes, allowing regular evaluation and review of the strategy and its implementation.