Abstract
This paper addresses the key aspects of project management of organizational performance in the context of changing economic market relations and seeks for an alternative approach to fill the representation gap. Employee’s voice is chosen as the case of organizational performance, as it is important in many ways. In this context, key question is whether partnership mechanism could help labor union revival and increase mutual gains outcomes. In order to address the issues, first of all, the paper reviews the concept of employee’s voice, the features of direct communication, and representative participation, including consultation and partnership. Next, it explores the recent evolution of industrial relations in Kazakhstan and explains why the representation gap is important. Then it looks into the real business case study of the National Railway Company Kazakhstan to understand the features of partnership. The conclusion suggests that there is a need for a mix of direct communication and representative participation to fill the representation gap effectively, and partnership could be an effective mechanism to establish the cooperative industrial relations. AcknowledgmentThis paper was written within PhD project “Barriers and solutions to small and medium entrepreneurship in Kazakhstan” (Ayana Zhaxylykova, Al-Farabi Kazakh National University).
Highlights
Kazakhstan has a population of 17.670.000 people
Since 1990s, the dominant model of a labor union has considerably been strengthening in the private sector as well, while the coverage of collective agreement is increasing in the public sector
In 2016, just 36% of private sector employees were covered by collective bargaining, a growth of 7.8% since 1996, whereas 24% of employees in the public sector remain covered by collective bargaining in 2016 (NSA, 2019)
Summary
Kazakhstan has a population of 17.670.000 people. Most of economically active population works in the industry and service sector. In order to address the issues, first part of the paper reviews the concept of employee’s voice, the feature of direct communication and representative participation, including consultation and partnership. The second part of the paper explores the recent evolution of industrial relations in Kazakhstan and explains why the representation gap is important It looks into the real business case study to understand the feature of partnership. This shift underlines the need for an alter- conditions, it gives better access to senior managnative approach to fill the gap of employee’s voice ers (Armstrong, 2001) Both joint consultation and collective bargaining atives may face difficulty in developing a collecare operated based on legal framework to guar- tive voice and accessing external advice. Joint regulation in terms of pay and other working conditions” (ACAS, 2012), whereas “consultation committee addresses issues not covered
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