CASE STUDY: Review Committee to Improve Industrial and Employee RelationsMoerick Sanitation Company (MSC) was established to cater to the sanitization needs of companies to meet the sanitization protocols developed by the government for COVID_19. MSC had over twenty-three public and private sector clients ranging from $1 million to $56 million contracts. The company has 500 workers with 60 managerial positions and 100 lower level positions that are contract of service and the other positions were contract for service. More than 80 persons were unionized as the company usually tries to discourage the persons from being unionized with the Jamaica Industrial Trade Union (JITU). Recently, there have been efforts made by the management team to only employ persons when a vacancy arose on contract for service, in an effort to promote “union busting.”The relationship with the union was considered antagonistic, which was carried over into their meetings held quarterly and usually ended in disagreement and issues unresolved. Employees frequently describe the work environment as being “toxic” and many employees were being “ingrained in the toxicity.” Customer service and performance goals of the company have been negatively impacted by the toxicity within the workplace. Persons who refused to join in with the side of management would be “burnt” from the “toxic environment” and would not be called regularly for job tasks from the contracts with their clients. In fact, persons who refuse to support the management team in their decision making would ultimately be told that their services were no longer needed and sent home.JITU had negotiated with the management of MSC in the creation of an Employee Assistance Programme (EAP) for the employees to have counseling services, medical care, health and wellness programme, and financial management. Although the services were usually used by the employees, when the work environment became “toxic” the majority of the staff refused to access the services due to their “silent protest” and scared of being labeled as pretending to be sick to avoid attending work. Communication at all levels became an issue.A new Salary and Benefits Claim was submitted by JITU to the MSC four months ago to have a 10% increase on salary and 5% increase on benefits. Despite the early submission of the claim the management team failed to decide on a date for negotiation. The union has written to the management team on two occasions requesting a date to negotiate the claims presented. However, the management team of MSC requested additional time to peruse the claim and present an appropriate counter claim. JITU wrote to the Ministry of Labour requesting of them to intervene in the matter and resolve it. The Ministry of Labour wrote to the company to have a meeting with them and the officers of JITU.In a Board meeting, the Managing Director read the letter to the Board of Directors and the Chairman commissioned a sub-committee to review the challenging issues and make recommendations for improvement in the company’s industrial and employee relations. Six Directors were nominated to be a part of the subcommittee with expertise in human relations, operations management, safety and security, procurement, finance and risk management. The Directors were asked to conduct a research and provide a report with recommendations for improvements.The Directors have discovered that the company was faced with two industrial actions within the last six months, on matters relating to issues affecting the staff. Despite the industrial action in the form of a strike, the matters still remain unsettled. Staff members have been affected by low wages which have been paid late quite regularly. Wages have been below the market rates which has caused the company to have a challenge in attracting and retaining staff. Therefore, the overtime rate has been high, which has escalated the operational cost.The management team has been forcing staff members to meet the targeted outputs without looking at their personal needs. Staff members have not been provided with the required personal protective equipment on a consistent basis to perform their tasks. On various occasions, staff members were injured on the job and some were not paid whilst being out on medical leave. The company claimed that the staff members were negligent on the job when they were injured or their relatives compensated if the employees die on the job. Staff members have tried using the company’s grievance procedure and external third party stakeholders to resolve the matter.????taff members have been demotivated, as they do not feel that their efforts of working hard were appreciated by the management team. Despite having an employee recognition programme in the Human Resource Manual, no recognition or awards functions were held. During previous employee recognition programmes staff members were given cash awards, large household appliances, trophies, plaques, and certificates. Additionally, the pictures of outstanding team members and departments were placed on the company’s Wall of Fame; which has been empty and gathering dust.In an effort to help to motivate the staff and give them a voice in the company, the officers from the JITU had recommended that the management team establish an industrial democracy system. Members from each department would have a representative on the council, which provides a voice for each person. Members would make recommendation to the management team to make a decision and implement if accepted. A gleam of hope was achieved towards the implementation of the industrial democracy system when the HR Specialist on the Board had scheduled seminars for the staff to educate them on the system.??taff members are hoping that the sub-committee of the Board of Directors is their “ray of hope” to the changes that they so desire to happen. They do hope that the company can be returned to its “former glory” when it was become the employer of choice. It is also hoped that the regular and frequent communication that usually took place would be returned, to have the usual sound and harmonious industrial and employee relations environment.Questions:(a) As the HR consultant, identify and describe three (3) issues that you have identified in the case and recommend two (2) strategies for each of the issues identified to resolve or minimize the impact on the organization. (20 marks)(b) There appears to be no Grievance Policy and Procedures at Moerick Sanitation Company.Provide an outline for the Grievance Policy and Procedures and indicate the information that should be in each section. (20 marks)BusinessManagementHuman Resource ManagementHRM 200Get a plagiarism-free order today we guarantee confidentiality and a professional paper and we will meet the deadline.
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