MANAGER AND EMPLOYEE COMPARISON 6
Managerand Employee Comparison
Thealternative work schedules allow employees to vary their core hoursin terms of starting and ending daily work but maintain the samenumber of hours. In ABC Ltd, employees can report for work at anytime, but work for the specified number of hours. However, themonthly schedule is done by the supervisor.
Onthe side of employees, they would like to have the liberty ofdetermining the time that they would be reporting. In the case of ABCLtd, they would like to make the decision for themselves at thereporting time, other than the supervisor. On the other hand, themanagers and owners would prefer to fix the work schedules, with nochance of alternating the reporting hours or employee influencing thedecision.
Thefair and reasonable agreement in this case would be a consultationwhere the employees give their input and the management or ownersgive their expectations. As a result of the consultations, themanagement would give guidelines that take into consideration theexpertise, the human resource requirement and the needs of theemployees (Collings & Wood, 2011). This would give a workschedule that is flexible to accommodate the genuine requests ofemployee, while maintaining the requirements of task performance atwork.
Transfersinvolve changing the work stations and geographical locations ofemployees from one to another. ABC Ltd has several branches in thecountry, and has a policy of rotating employees to ensure that eachemployee serves in more than one branch for a specified number ofyears. Transfers are made especially during promotions or formanagement control purposes.
Employeeswould request transfers that favor them and reject the transfers thatthey do not pleasure in. They would like to work in branches andlocations where they are near home, near their friends. They wouldalso prefer to work in urban areas where there are better amenitiescompared to the countryside townships. On the other hand, managersand owners want employees to work in any branch or location they aretransferred to work in. The management expects employees to complywith transfers as part of the normal administrative compliance withthe management directives and contractual agreements.
Thefair and reasonable agreement would be a discussion between themanagement and employees before a transfer are made. Where theemployee gives a valid reason, such as health or educationalcommitments, the management should consider the employee requests(Collings & Wood, 2011). However, the management should prevailwhere the employee has no valid reason for resenting a transfer.
Restrictionof overtime involves the management restricting the number of hoursand pay that an employee can claim on overtime, or can be paid forovertime. ABC has waged workers who engage in overtime regularlyduring weekends and late evening hours. Restricting the overtime byABC managers would limit the claim of employees and reduce the payearned from overtime work done.
Theemployee would have mixed reaction towards the restriction ofovertime. Those who like to engage in overtime to earn more moneywill recent any restriction of these hours by the management. Theemployees who do not like working for extra hours would agree withthe restriction of overtime that limits or eliminates overtime. Onthe other hand, the management would like to limit the earnings foremployees during overtime. They would also like to limit the numberof overtime hours to increase the normal hours for employees.
Thefair and reasonable agreement would be allowing employees the fairpay for any hour they work beyond the normal working hours. Themanagement and owners should not restrict overtime without theconsultation of the employees to determine a fair value of the extratime worked by the employees (Weber, 2008).
Spyingon employees is done by the management to gather information aboutemployee to determine their efficiency and honesty. In ABC Ltd, themanager seeks to use technological devices to spy on employees anddetermine why the production levels are low, and why stock in thewarehouse has been disappearing. The management would also seek toevaluate the honesty of employees by spying on them through video andlistening devices.
Employeeswould not accept to be spied by the management or the owners of thefirm because of the desire to preserve their privacy. They wouldstrongly argue that spying on them would be a direct infringement oftheir right to privacy. They would try to recent and conflict withthe management or the owners in regard to spying. On the other hand,the management and the owners would like to spy employees in caseswhere there is a risk of losing assets to pilferage. The managementwould also seek to evaluate the performance of employees bymonitoring their behavior.
Thefair and reasonable agreement would be for the management and theemployees agree to consult on performance evaluation criteria.Employees should also furnish the management with informationregarding pilferage (Peter & Adrian, 2003). This will avoid lossof organizational resources and eliminate the need for the use ofspying solutions.
PeterA., & Adrian W. (2003). UnderstandingWork and Employment: Industrial Relations in Transition.Oxford University Press
CollingsD. & Wood, G. (2011). Humanresource management: A critical approach.London: Routledge
Weber,S. (2008). Organizationalbehavior. Google corporate culture in perspective.Berlin: GRIN Verlag