Universitatea de Stat din Moldova

Facultatea Stiinte Economice

Business si Administrare

INDIVIDUAL WORK
SUBJECT:
EMPLOYEE RELATIONS

Realizat de Adrian Mazil & Foiu Cristian

Studenti al grupei BA1703A

Chisinau 2019
 INTRODUCTION
Unilever has long since known that having people with the right talent, skills and creativity is crucial for the
sustained growth of the company. With a wealth of global knowledge on employee relations, training and
development, Unilever is proud to be pioneers in the market in terms of people management and
administration processes. Udayan Dutt, Human Resources Director at Unilever Sri Lanka stated. Unilever Sri
Lanka believes that its employees are at the core of the company‘s success and supports individuals to
achieve both personal and professional goals. To attract and retain the best people, Unilever offers employees
challenging and diverse careers that include international assignments with regional and global exposure.
Unilever promotes gender diversity and offers flexi-working options in a safe and enterprising work
environment to facilitate employees to achieve a healthy work-life balance. The success of these efforts was
visible as Unilever was ranked ―The Most Preferred Employer in Sri Lanka‖ in a survey conducted by TNS.
―Our Corporate Purpose and Code of Business Principles commit to treating our employees with dignity and
fairness, and in turn expect them to observe high standards of behavior, reflecting the company‘s values of
integrity, respect, responsibility and pioneering. Unilever is a major producer of food, beverage and consumer
goods. It has two parent companies, Unilever NV and Unilever PLC, which operate together as Unilever,
with dual stock exchange listings in Amsterdam and London. The company is involved in the production and
sale of FMCG: beverages and ice cream, savory and dressings, home care and personal care. Its brands,
which include Lipton, Knorr, Bertolli, Hellmans, Persil and Dove, are better known among consumers than
the company name itself. With many of these products Unilever takes a worldwide leading market position.
Employee Relations Definition
First, it’s important to understand what employee relations really means, and why it’s important.

Employee relations, known historically as industrial relations, is concerned with the contractual,
emotional, physical and practical relationship between employer and employee.

Essentially, it alludes to the relationship between manager and employee, and it can either be one that
is founded in mutual respect, appreciation, and trust, or fear and lack of transparency.

Companies want to avoid the latter, as employees that don’t feel connected with their manager often
feel less compelled to perform at their best.

Employee relations also references the efforts that a company makes, typically an HR department to
manage the relationships between managers and employees. A good employees relation program
ensures that all employees are treated fairly, helps to strengthen relationships between employee and
managers, and help to remediate problems that surface between them.

Importance Of Employee Relations

Having good employee relations is crucial to every company, as when employees and managers share
a positive relationship, employee engagement, productivity, motivation and morale are high.

Employees who get along with their manager and enjoy rather than feel anxious about going to work
in the morning have a better overall work experience. Happy employees work harder, produce better
work, and ultimately keep the customer happy and the business thriving.

The Four Aspects Of Employee Relations

Here are four simple ways that managers can help maintain positive employee relations.

1. Open Communication
In any relationship, communication is the key. Employees spend the majority of their days at work so
it’s important that they feel comfortable with their manager and fulfilled in their tasks.

One way to ensure this is to ABC – Always Be Communicating. Let your team know that you are
there to talk about their work or anything else they need, and be as transparent with them as possible
about what you need from them.

One way to keep a constant pulse on how your team is feeling is to conduct simple weekly
surveys that allow employees to submit anonymous feedback.

It’s a great way to keep communication flowing at all times, engage your employees and let them
share their thoughts anonymously in a safe environment
2. Show Recognition
Simple gestures of thanks and kind words go a long way. Longer than you might think.

In fact…

Appreciation and gratitude mean so much to your employees, and the truth is that reinforcing good
work is what is inspires them to keep it up.

Giving public praise is another great way to show recognition

while also inspiring the rest of the team. Rewarding your teamproperly is what cultivates a culture of
appreciation between employee and manager, ultimately inspiring your employees to continue to work
hard for you and the company.

3. Constant Feedback
Offering frequent feedback to your employees on their great work and constructive criticism on where they can
improve is essential in nurturing a positive relationship with your team.

Employees want feedback, they want to learn and grow and improve. Providing them with the tips and guidance
they need to get there by holding frequent feedback sessions like monthly one-on-ones, will be highly
appreciated.
 4. Invest In Your Employees

Show employees that you care about them as people, not just as 9-5 workers. Expressing that their
fulfillment is important to you, on a professional and personal level, is a big statement that will elicit
their respect and keep them engaged.

The truth is, if an employee is happy in their personal life, they’ll be much more productive at work,
so investing in their lives at large and not just at work will be beneficial for everyone.

Four Ways To Show Them You Care

 Offer them a gym membership so they can keep healthy and feel good.
 Allow them to pursue side projects that are interesting to them.
 Offer to support professional development initiatives.
 Allow the option of paid time off to volunteer.

How To Improve Employee Relations

There are many things that a manager can both do, and stop doing that will help improve employee
relations.

1. Stop Micromanaging
When a leader micromanages instead of trusting their team and giving their employees autonomy, the
employee risks becoming disengaged. Subsequently, the quality of their work will suffer, which
actually leads to more micromanagement, and creates sort of a vicious cycle.

Keep in mind that there is a difference between offering guidance, and micromanaging. Guidance and
feedback are always great and keep employee relations positive, but watching their move at every
step, hovering and offering too much unsolicited advice will actually begin to make employees doubt
themselves and this will lead to a slew of other problems.
2. Don’t Play Favourites
It is generally obvious when an employer chooses favourites, and it can completely demoralize the rest
of the team, ruining employee relations.

The other danger of playing favourites at work is that it creates tension between colleagues and this
can lead to employee disengagement.

3. Be As Clear As Possible
Again, this ties back to good communication, but employees need to clearly understand their job roles, and
what’s expected of them.

Then you can work with them to meet those expectations, but a lot of the time, this confusion leads to stress,
which will lower their engagement.

4. Collect Ideas From The Team

You want to make employees feel like they are part of the team, and part of the decision making
process.

Ask employees to submit their ideas, or at least make it known that their ideas are always welcome
and that suggestions for new initiatives will always be considered.

But remember, don’t just collect ideas for the sake of collecting, this will have an even bigger negative
effect. Instead of just listening to your employees’ ideas, try to implement some as well and put action
to your intention.

5. Share The Company Vision

When Dan Pink talks about the motivators that drive us, one of them is purpose. Employees need to
feel like what they’re doing is important.
They need to feel like they are part of something bigger than them. If you want to fuel your
employees’ passion, share the long term vision of the company with them, and don’t be shy to
communicate this frequently.
What are disciplinary and grievance procedures?

Disciplinary procedures are put in place to govern the steps an employer should follow where an
employee is performing unsatisfactorily or their behaviour is unprofessional. Grievance procedures,
on the other hand, set out the process for dealing with employees’ concerns, problems and
complaints.
Your disciplinary and grievance procedures should be made available to all staff in writing. They
can be included in a company handbook or attached to the contract of employment. You should
follow the Acas Code on Disciplinary and Grievance Procedures when producing your internal
procedures. If you do not follow the code, this could negatively affect your position if the issue ends
up before an employment tribunal.

Disciplinary procedures

Before an employer takes any action against an employee, it is important that they establish the facts
of each individual case. This will involve an investigative process, for example involving interviews
with the employee and/or their colleagues to allow them to give their view on the situation.
If, after the investigatory process, it is decided that disciplinary procedures will be initiated, the
employer is required to notify the employee in writing of this fact. This notice should contain
sufficient information regarding the alleged misconduct or substandard performance and any
possible consequences, to enable the employee to prepare their answer to the allegations.
The notification should also give any details regarding the scheduling of a disciplinary meeting,
which should be held without reasonable delay, yet giving the employee time to prepare their
response.
The meeting is the chance for the employer to explain the complaint against the employee using the
evidence they have compiled. The employee should be allowed to set out their case, answering any
allegations and using their own evidence and witnesses if required. It should be noted that the
employee has the right to be accompanied at the meeting with a fellow worker, a trade union
representative or an official employed by a trade union.
After the meeting, it is then appropriate to decide whether to take disciplinary action or not. Either
way, the decision must be confirmed to the employee by a written statement. Where misconduct is
confirmed, it may be appropriate to issue the employee with a written warning, or if the conduct is
sufficiently serious, a final written warning. Such warnings should indicate the reasons for the
decision and what actions the employee can take to rectify their conduct. Decisions to dismiss can
only be taken by management with the authority to do so. Investigations should always occur before
dismissal, except in situations of gross misconduct when dismissal can be effective immediately,
with the investigation and disciplinary process beginning after dismissal.
Finally, the employee should be given the opportunity to appeal the decision if they feel the decision
was wrong or unjustified. Employees must make their grounds of appeal known to the employer in
writing before the hearing.
Grievance procedures

Grievance procedures should only be used when informal discussions have failed to reach a
satisfactory conclusion. The employee should raise their grievance with management and a meeting
should be planned in accordance with the company’s grievance policy. Like the disciplinary process,
the employee has the right to be accompanied at the meeting with a fellow worker, a trade union
representative or an official employed by a trade union.
Following the meeting, and after hearing the dispute from all the relevant persons involved, a
decision should be taken by the employer on how to resolve the grievance and this should be
communicated to the concerned employees in writing, setting out the actions that will be taken to
resolve the issue. If an employee does not feel the decided resolution is satisfactory, they are entitled
to appeal against the decision.
Grievances can sometimes be raised by numerous employees. These are referred to as collective
grievances – where a group of employees complain to their employer about the same or similar
thing and their dispute is held collectively.

Expert Disciplinary and Grievance Advice

It is important to have clear and transparent disciplinary and grievance procedures in place. Every
business will deal with a dispute, and when this happens you will need pragmatic legal advice to
ensure your position is protected. If your guidelines are non-existent or not sufficiently drafted, you
will be increasing the likelihood of extensive fines from an employment tribunal.
Scott-Moncrieff and Associates Employment Team have the experience and expertise to advise you
on all aspects of the disciplinary and grievance procedures, from drafting, acting and if applicable,
representation at the employment tribunal. We take a no-nonsense and straight talking approach to
find the most cost-effective and pragmatic solution to suit our client’s needs.

INTRODUCTION ABOUT HEALTH AND SAFETY OF

EMPLOYEE
For smooth functioning of an organization, the employer should to ensure safety and security of his
employees. Health and safety form an integral part of work environment. A work environment
should enhance the well being of employees and thus should be accident free.

The terms health, safety and security are closely related to each other. Health is the general state of
well being. It not only includes physical well being, but also emotional and mental well being.
Safety refers to the act of protecting the physical well being of an employee. It will include the risk
of accidents caused due to machinery, fire or diseases. Security refers to protecting facilities and
equipments from unauthorized access and protecting employees while they are on work.

In organizations the responsibility of employee health and safety falls on the office in charge of
Human Resource (HR). An HR manager can help in coordinating safety programs, making
employees aware about the health and safety policy of the company, conduct formal safety training,
etc. The supervisors and departmental heads are responsible for maintaining safe working
conditions.

International Labour Organization (ILO) has defined labour welfare as a term which is understood
to include such services, facilities and amenities as may be established in or in the vicinity of
undertakings to enable the persons employed in them to perform their work in healthy, congenial
surroundings and to provide them with amenities conducive to good health and high morale.

Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not be
in monetary terms only but in any kind/forms.

HEALTH AND SAFETY

Effective designing and implementation of workplace safety programs can minimize the loss and
damage caused to persons and property by eliminating the risk of industrial accidents. In addition to
it, the employee safety programs can result in substantial cost savings, increased productivity and
establishing harmonious relations with workers.

For designing effective safety plans and implementing them requires thorough analysis of workplace
conditions and determining the level of protection required. The degree of protection depends upon
the degree of risk involved in any job. For example, people working in mines require more safety
that those working in a Business Processing Outsourcing (BPO). It also depends on the kind of job
the person is engaged in. Sales personnel may require higher level of protection than the one in any
administrative job.

Workplace safety programs are not only effective in eliminating the risk of damage caused to person
but is also an effective tool in retaining the existing and attracting new talent from the industry. Who
doesn’t want a safe and healthy work environment? Around 90 percent of working professionals
seek safety at workplace rather than a fat package.

Organizations can reduce the risk of accidents at workplace by identifying the level of risk,
modifying the already existing policy and implementing it effectively. For this, it needs to design
proper and efficient management programs to improve physical environment employee assistance
programs to help them diagnose and treat their stress-related problems.

Here is a mention of few workplace safety programs that are implemented by top-notch
organizations to ensure workers’ physical and mental safety:

Safety Policy: It contains a declaration of the employer’s intent towards the safety of employees and
means to realize it. It includes causes, extent and remedies for accidents at workplace. The policy
specifies the company’s goals and responsibilities and caveats and sanctions for failing to fulfill
them.

Provision of Physical Health Services: Many organizations render periodical physical health check-
up services to their employees. Regular medical check-ups of employees help detect the signs and
symptoms of tension, stress, ulcers, depression and other diseases resulting from the exposure to
harmful gases or other irritants.

It is considered as one of the major steps to control occupational health hazards and treat them
before they become worse. In addition to this, it helps managers in rehabilitating the employees by
redesigning their jobs in order to eliminate the further damage to their health.

Mental Health Services: In order to reduce the risk of mental breakdowns because of tension,
pressure and depression and mental illness, a mental health service is provided to the employees in
different ways such as psychiatric counseling, co-operation and consultation with specialists,
educating employees about the importance of mental health and establishment, development and
maintenance of harmonious human relations at workplace.

Employee Assistance Programs: These are specially designed to deal with stress-related problems of
the employees and help in diagnosis, treatment, screening and prevention of both work and non-
work related problems. These programs provide real help to professionals and do not carry any
negative implications.

Fitness Programs: These programs focus on overall health of employees and include both disease
identification as well as lifestyle modification. The most common programs carried out by the
organizations are hypertension identification, physical fitness, exercise, nutrition, smoking and
drinking cessation, diet control and personal and work-related stress management.

Awareness Programs: Conducting the workshops about sexually transmitted diseases such as HIV
AIDS help a lot in raising the awareness of employees towards such dreadful diseases. Such
programs clear out the confusion and disruption in the workforce.

We all must have heard of a simple phrase, "Health is Wealth." This is true for individuals as well as
organizations. Understanding, developing, implementing and evaluating workplace safety programs
not only helps individuals in maintaining their health but also helps organizations in retaining their
resources.

Safety and Health Management System

A safety and health management system means the part of the overall management system that
includes the organisational structure, planning activities, responsibilities, practices, procedures and
resources for developing, implementing, achieving, reviewing and maintaining the occupational
safety and health policy. The key elements of a successful safety and health management system are:

Policy and commitment

The organisation should prepare an occupational safety and health policy programme as part of the
preparation of the safety statement. Effective safety and health policies should set a clear direction
for the organisation to follow. They will contribute to all aspects of business performance as part of
a demonstrable commitment to continuous improvement. Responsibilities to people and the working
environment will be met in a way that fulfils the spirit and letter of the law. Cost-effective
approaches to preserving and developing human and physical resources will reduce financial losses
and liabilities. In a wider context, stakeholders‘ expectations, whether they are shareholders,
employees or their representatives, customers or society at large, can be met.

Planning
The organisation should formulate a plan to fulfil its safety and health policy as set out in the safety
statement. An effective management structure and arrangements should be put in place for
delivering the policy. Safety and health objectives and targets should be set for all managers and
employees.

Implementation and operation

For effective implementation, organisations should develop the capabilities and support mechanisms
necessary to achieve the safety and health policy, objectives and targets. All staff should be
motivated and empowered to work safely and to protect their long-term health, not simply to avoid
accidents. The arrangements should be:

underpinned by effective staff involvement and participation through appropriate consultation, the
use of the safety committee where it exists and representation systems,

sustained by effective communication and the promotion of competence, which allows all
employees and their representatives to make a responsible and informed contribution to the safety
and health effort.

There should be a planned and systematic approach to implementing the safety and health policy
through an effective safety and health management system. The aim is to minimise risks. Risk
assessment methods should be used to determine priorities and set objectives for eliminating hazards
and reducing risks. Wherever possible, risks should be eliminated through the selection and design
of facilities, equipment and processes. If risks cannot be eliminated, they should be minimised by
the use of physical controls and safe systems of work or, as a last resort, through the provision of
PPE. Performance standards should be established and used for measuring achievement. Specific
actions to promote a positive safety and health culture should be identified.

Measuring performance
The organisation should measure, monitor and evaluate safety and health performance. Performance
can be measured against agreed standards to reveal when and where improvement is needed. Active
self-monitoring reveals how effectively the safety and health management system is functioning.
Self-monitoring looks at both hardware (premises, plant and substances) and software (people,
procedures and systems, including individual behaviour and performance). If controls fail, reactive
monitoring should find out why they failed, by investigating the accidents, ill health or incidents,
which could have caused harm or loss. The objectives of active and reactive monitoring are:

to determine the immediate causes of substandard performance

to identify any underlying causes and implications for the design and operation of the safety and
health management system.
Auditing and reviewing performance
The organisation should review and improve its safety and health management system continuously,
so that its overall safety and health performance improves constantly. The organisation can learn
from relevant experience and apply the lessons. There should be a systematic review of performance
based on data from monitoring and from independent audits of the whole safety and health
management system. There should be a strong commitment to continuous improvement involving
the development of policies, systems and techniques of risk control. Performance should be assessed
by:

internal reference to key performance indicators

external comparison with the performance of business competitors and best practice in the
organisation’s employment sector.

WELFARE
Welfare provision generally refers to those policies which are directed at some aspect of employee
well being both in a physical and emotional sense. Labor welfare entails all those activities of
employer which are directed towards providing the employees with certain facilities and services in
addition to wages or salaries.

Having welfare matters taken care of saves costs by reducing absenteeism and improving the
performance of employees in the workplace by addressing any problem or concerns that they might
have including:

Schemes for occupational sick pay, extended sick leave and access to the firm's medical adviser;

Schemes for bereavement or other special leave;

The rehabilitation of injured/unfit/ disabled employees and temporary or permanent move to lighter
work;

The maintenance of disablement statistics and registers (there are complicated legal requirements in
respect of quotas of disabled workers and a need for 'certificates' where quota are not fulfilled and
recruitment must take place);

Provision of financial and other support for sports, social, hobbies, activities of many kinds which
are work related;

Provision of canteens and other catering facilities;

Possibly assistance with financial and other aid to employees in difficulty (supervision, maybe, of an
employee managed benevolent fund or scheme);
Provision of information handbooks,

Running of pre-retirement courses and similar fringe activities;

Care for the welfare aspects of health and safety legislation and provision of first-aid training.

Objectives of a Welfare System

Labor welfare has the following objectives:

To provide better life and health to the workers

To make the workers happy and satisfied

To relieve workers from industrial fatigue and to improve intellectual, cultural and material
conditions of living of the workers.

The basic features of labor welfare measures are as follows:

Labor welfare includes various facilities, services and amenities provided to workers for improving
their health, efficiency, economic betterment and social status.

Welfare measures are in addition to regular wages and other economic benefits available to workers
due to legal provisions and collective bargaining.

Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the
existing ones from time to time.

Welfare measures may be introduced by the employers, government, employees or by any social or
charitable agency.

The purpose of labor welfare is to bring about the development of the whole personality of the
workers to make a better workforce.

Benefits of Welfare Measures

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied
labor force for the organization. The purpose of providing such facilities is to make their work life
better and also to raise their standard of living. The important benefits of welfare measures can be
summarized as follows:

They provide better physical and mental health to workers and thus promote a healthy work
environment

Facilities like housing schemes, medical benefits, and education and recreation facilities for
workers’ families help in raising their standards of living. This makes workers to pay more attention
towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take active interest in their
jobs and work with a feeling of involvement and participation.

Employee welfare measures increase the productivity of organization and promote healthy industrial
relations thereby maintaining industrial peace.

The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater
extent by the welfare policies.

Employee Welfare Schemes

Organizations provide welfare facilities to their employees to keep their motivation levels high. The
employee welfare schemes can be classified into two categories viz. statutory and non-statutory
welfare schemes. The statutory schemes are those schemes that are compulsory to provide by an
organization as compliance to the laws governing employee health and safety. These include
provisions provided in industrial acts like Factories Act 1948, Dock Workers Act (safety, health and
welfare) 1986, Mines Act 1962. The non-statutory schemes differ from organization to organization
and from industry to industry.

Statutory Welfare Schemes

The statutory welfare schemes include the following provisions:

Drinking Water -At all the working places safe hygienic drinking water should be provided.

Facilities for sitting - In every organization, especially factories, suitable seating arrangements are to
be provided.

First aid appliances - First aid appliances are to be provided and should be readily assessable so that
in case of any minor accident initial medication can be provided to the needed employee.

Latrines and Urinals - A sufficient number of latrines and urinals are to be provided in the office and
factory premises and are also to be maintained in a neat and clean condition.

Canteen facilities - Cafeteria or canteens are to be provided by the employer so as to provide

hygienic and nutritious food to the employees.

Spittoons - In every work place, such as ware houses, store places, in the dock area and office
premises spittoons are to be provided in convenient places and same are to be maintained in a
hygienic condition.

Lighting - Proper and sufficient lights are to be provided for employees so that they can work safely
during the night shifts.

Washing places - Adequate washing places such as bathrooms, wash basins with tap and tap on the
stand pipe are provided in the port area in the vicinity of the work places.
Changing rooms - Adequate changing rooms are to be provided for workers to change their cloth in
the factory area and office premises. Adequate lockers are also provided to the workers to keep their
clothes and belongings.

Rest rooms - Adequate numbers of restrooms are provided to the workers with provisions of water
supply, wash basins, toilets, bathrooms, etc.

Non Statutory Schemes

Many non-statutory welfare schemes may include the following schemes:

Personal Health Care (Regular medical check-ups): Some of the companies provide the facility for
extensive health check-up Flexi-time: The main objective of the flexitime policy is to provide
opportunity to employees to work with flexible working schedules. Flexible work schedules are
initiated by employees and approved by management to meet business commitments while
supporting employee personal life needs Employee Assistance Programs: Various assistant
programs are arranged like external counselling service so that employees or members of their
immediate family can get counselling on various matters. Harassment Policy: To protect an
employee from harassments of any kind, guidelines are provided for proper action and also for
protecting the aggrieved employee. Maternity & Adoption Leave – Employees can avail maternity
or adoption leaves. Paternity leave policies have also been introduced by various companies. Medi-
claim Insurance Scheme: This insurance scheme provides adequate insurance coverage of
employees for expenses related to hospitalization due to illness, disease or injury or pregnancy.
Employee Referral Scheme: In several companies employee referral scheme is implemented to
encourage employees to refer friends and relatives for employment in the organization.

Approaches to Labour Welfare

Approaches to employee welfare refer to the beliefs and attitudes held by agencies which provide
welfare facilities. Some agencies provide welfare facilities inspired by religious faith, others as a
philanthropic duty and the like.

The various approaches to labour welfare reflect the attitudes and beliefs of the agencies which are
engaged in welfare activities. Welfare facilities may be provided on religious, philanthropic or some
other grounds. Moreover, the different approaches to labour welfare reflect the evolution of the
concept of welfare. In bygone days, the government of the land had to compel the owner of an
industrial establishment to provide such basic amenities as canteens, rest rooms, drinking water,
good working conditions, and so forth, for their employees. Such compulsion was necessary because
the employer believed in exploiting labour and treating it in an unfair manner. But times have
changed, and the concept of welfare, too, has undergone changes. Many progressive managements
today provide welfare facilities, voluntarily and with enlightened willingness and enthusiasm. In
fact, welfare facilities are not restricted to the workers alone. They have now been extended to the
society in general. In other words, labour welfare has been extended to include social welfare. Tata
Steel Works at Jamshedpur, for example, spends Rs 10 crore each year on social welfare. Brooke
Bond have set up a free animal welfare clinic at Gevrai, Aurangabad, under the direct charge of a
qualified veterinary doctor. Jindal Aluminium, Bangalore, maintains the famous Naturopathy and
Yogic Sciences Centre and a public school for the benefit of the public. The Jindal Scholarship Trust
has been set up, under which deserving students are given scholarships. The Hindustan Machine
Tools has a big playground and a community hall, which are let out for competitions and functions.

A study of the approaches to labour welfare is desirable for the management, the workers and the
general reader. For the general reader, a study of approaches is essential because his/her knowledge
of the subject is incomplete without a knowledge of these approaches, and a knowledge of
approaches enables the manager and the worker to have a better perspective on welfare work.

The approaches and their brief descriptions are:

The policing theory of labour welfare.

The religion theory of labour welfare.

The philanthropic theory of labour welfare.

The paternalistic theory of labour welfare.

The placating theory of labour welfare.

The public relations theory of labour welfare.

The functional theory of labour welfare.