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Running head: EMPLOYMENT RELATIONS
Employment relations represent the efforts of an organization in the creation and
maintenance of positive relationships with their employees. They succeed through
maintaining positive, constructive employee relations, the organization's willingness to keep
employees loyal and more engaged in their duties (Claudia, 2020). However, the
organization's human resource department must manage employee relations through a
manager who has different responsibilities like intermediating between employees and the
organization, policies creation including fair compensation and benefit, work-life balance,
reasonable working hours, among others.
To adopt and implement these duties, the human resource assists in prevention and
resolving disputes between employees and the management and also helps in creation and
enforcement policies which are fair and consistent for all the staff in the workplace.
Additionally, it maintains positive employee relations where organizations must review the
employees as the major stakeholders and contributors in the specific company and not paid
laborers (Claudia, 2020). The perspectives encourage people working in management and
execution of roles to get feedback, to value their input at a higher level and to consider
employee experience when coming up with policies and decisions affecting the entire
The organizations, on the other hand, must be ready to implement the four pillars of
employment relations. First, open communication is key in giving messages and engaging
employees in sharing their thoughts, thus ensuring safe environments (Robins, 2017).
Secondly, there is show recognition where the organization must reward specific staff who
worked effectively, which motivates the others to be more productive.
Another pillar is the constant feedback that offers frequent feed to the employer.
Through feedback, employers have a chance to learn, grow and improve, thus improving their
organization. Lastly, there is investing in your employees. It is worth noting that
organizations must invest in their staff on either professional or personal levels for
improvement of their services (Robins, 2017). Investment can be different, like offering gym
membership to ensure they are healthy and fit, letting them trackside projects, supporting
specific growth initiatives and permitting options of voluntary services, among others. For the
purposes of this paper, we will concentrate on the Petronas organization in Malaysia.
Background of the Organization
Petroliam Nasional Berhad (PETRONAS) was established in August 1974 as the
Malaysian national oil company. It is possessed by the state and is the firm that is involved in
vesting with oil and gas resources in Malaysia. It is also trusted with the role of development
and value addition to these capitals. Globally, it is the 158th largest company which has its
operations in over 35 countries (PETRONAS, 2013). The organization is involved in
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