Industrial relation assessment

Powerlite Corporation | The Industrial Relation at Malaga Division | Industrial Relation Assessment – Case Study |

Thais Pedrosa Chagas
3/19/2011
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Table of Contents Introduction 3 Industrial Relation Policy Objectives and Practices 4 What should they do, how to communicate and how to implement? 4 Managing Conflicts and Disputes 6 What are the recommendations? 6 Recommended IR Programs and Strategies 7 Improving the workplace relation 7 Bibliography 8

Introduction

The Malaga division of the Powerlite Manufacturing Company had grown to approximately 900 employees by 1 July 2006 and since then has been facing problems with employee/employer relationships. Almost all new employees were lacking in relevant industrial experience. With only five exceptions, on 1 July 2006, all production supervisors in the lower three levels of management had been promoted from within. It is clear that there are hostile relations between Powerlite management and the union. Strikes were frequent as was the practice of a significant number of employees calling in sick on the morning of the same day, making the maintenance of productive capacity on these days impossible. Lower levels of management suffered repeated abuses and threats from a limited number of employees. Sleeping, swinging the lead, playing cards, and even sabotage of production were not unusual. This assignment will identify the Industrial Relation issues, the causes of the problems and the specific actions that must to be done at the Malaga Division of the Powerlite Manufacturing Company.

Industrial Relation Policy Objectives and Practices
What should they do, how to communicate and how to implement?

Every company, especially those in the industrial area with a high proportion of blue collar employee such as Powerlite, have to establish a strong relationship with their workforce, especially with the lowest level of employees to avoid conflicts and keep the production