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It is from this background that the committee is now presenting the basics of its reflection on the challenges that organizations must face and face. The committee identified three key challenges:

  • Balancing efficiency and equity in labor relations and human resource management
  • Mobilizing human resources
  • Retaining and attracting a skilled workforce.

Professional members of the field are best able to help organizations face these challenges. The FACIS processing is important there also.


Finding a balance between efficiency and equity

Beyond the challenges posed by the current situation, labor relations and human resource management, by their very nature, must respond to a constant imperative: balancing the need for organizational effectiveness with the needs of organizations.

Equity expressed by workers.

The conceptions of organizational effectiveness raise some questions.

  • What is efficiency?
  • Is it productivity?
  • The profitability
  • The life of the organization

Efficiency is a broader concept than these essentially financial perspectives. Organizational effectiveness includes, of course, an economic conception financial performance, but it also includes social organizational climate, a systemic adaptation of the organization to its environment, growth, quality and political dimensions.

Social responsibility, legitimacy of the organization

The importance is given to each of these aspects of performance generally differs according to the actor considered in the organization: the owner’s shareholders, the clientele, the managers and the employees. efficiency cannot be optimal or sustainable without taking into account each of the four facets of efficiency, for example, according to Barbash (1989), the pursuit of performance in a short-term perspective of profit maximization, without taking into account the social dimension of performance, may have the opposite effect to the one sought, for example, demotivation of individuals the organizational objectives.

As for equity, Meltz (1989) defines it in the following terms: fair treatment of human beings in a workplace that is to say without arbitrariness, discrimination and favoritism. The employee evaluates the fairness of his or her salary by comparing his or her work situation with that of his colleagues as well as those working in comparable organizations. It will also evaluate whether the treatment it receives is fair in relation to the effort it provides. The literature shows eloquently that the perception of being fairly treated has positive effects on employee performance and, consequently, organizational outcomes.

Given these findings, is it possible to find a balance between these two notions?

Does one go against the other or can they be considered complementary? In fact, four elements seem essential in order to maximize the contribution of individuals to organizational effectiveness and to create a sense of equity among employees:

  • Justice e.g. through a formal process of conflict resolution
  • One voice e.g. participation in decision-making or collective bargaining
  • Security e.g. by work rules
  • Job design that is consistent with the technology, organization and needs of the worker

It is clear that balancing efficiency and equity is a major challenge for organizations. As equity specialists in organizations, human resource management and labor relations professionals are particularly challenged by this challenge. On a day-to-day basis, this involves using this expertise in the organization’s search for performance while counterbalancing these extreme events and its sometimes harmful effects on employees.