INTRODUCTION
Employee Relations can be explained asset of activities concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise due to work related or non work related issues. As we look back towards the history it is obvious that various sorts of industrial related conflicts take place within or outside the work places due to various reasons. The conflicts between the management and the ordinary employees can be identified as one common situation which takes place regularly.
In the globalized world today with the
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Personnel management has evolved to human resource management to human capital management as organisations attempt to outperform competitors in a global economy. Successful organisations therefore seek to develop constructive relationships with employees that translate into strategies that draw on the full potential of their people through performance improvement and organisational change. Economic pressures dictate that the rate of change will be more frequent as technology improves and the demand for customised services shifts. Employee relations therefore need to focus on knowledge management and people at an individual level as a competitive advantage. (Bryson, 2001)
This contrasts with the pluralistic approach, recommended by the Donovan Report in 1968, that assumes that conflicts between management and staff are inescapable and that structured mechanisms must be designed to resolve differences in an orderly way. Pluralism emphasised collective bargaining by adversarial unions in the workplace where stability is sought through compromise. However, the human resource management efforts during the 1980’s and 1990’s to improve team working methods together with changes in union demographics from blue collar to largely white collar and public sector membership led to a more unitarist approach. (Guest and Hoque,
According to (Bray, Waring, & Cooper, 2011), the first strength of pluralist form of employee relationship is that it diffuses of power among the bargaining parties in that no party has total control over the others. This relationship involves people with different goals, aspirations and interests, which differentiate them from each other. On the other hand, the power and the authority of the groups involve have similarity to an extent that no sole party can control the others. This form of relationship leads the employees to be exempted from suppression by the employers. Employees or the management, on the other side, should not anticipate suppressing any opinion or ideas of the employees that might conflict with other organizational goal. This form of employment relationship mainly aspires to unite conflicting opinions, ideas and goals, thus, keeping the conflict within a considerable and acceptable bound. As a result, in any case the conflict cannot interfere with the organization goal of the
In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent.
With the ever increasing pace of change in the world, today’s market leader can be out of business tomorrow if the organisation fails to adapt to the changes around it. One of the key assets of each organisation is its human capital, i.e. the knowledge, skills and abilities of its staff. If the organisation is to adapt,
Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this
References:Paul Blyton and Peter Turnbull (2004) "The theory of employee relations" The Dynamics of Employee Relations (3rd edition) PALGRAVE MACMILLAN Printed in ChinaJohn Gennard and Graham Judge (2002) "Employee Relations Strategies and Policies: Management style" Employee Relations (3rd edition) London: Cromwell Press, Trowbridge, WilrshireEd Rose (2004) "Theoretical Approaches to employment and industrial relations" Employment Relations2nd edition Prentice HallRasmussen & Lamm, (2002) "R&L,
Executive Summary: Employee relation keeps the business in track. As employee or workforce is the main asset of a company, every company tries to maintain good relationship with the employees. Here ASDA/Wal-Mart has joined in the conflict with the employees regarding trade union. As a result they have faced many problems. In this assignment we have discussed What ASDA/Wal-Mart could do in that situation what are the ways to keep effective employee relations.
The strategic use of human resources is essential for all organisations that have objectives involving growth and stability. Therefore, it is essential for companies to closely examine their practices regarding their human capital to ensure a successful working environment. A selection of the major strategies and topics involving human capital are illustrated in the following report. Crackberry Communications should use this information to analyse potential risks and opportunities their human resource managers face.
In this report, the shift in the approach to employee relations will be discussed based on the case of one of world’s biggest
Assess the advantages and problems facing an employer seeking to manage employee relations in a non-union environment.
This paper seeks to analyse the characteristics of employee representation in the UK and concerns about is the UK ‘lightly regulated’ in regard of the employee representation. Employee representation can be known as the right of workers to seek a union or an individual to represent them to negotiate with their organizations with a wide range of management issues, such as wage rate, working hours, working conditions, health and safety and also their benefits. It is vital to have a formal system of employee representation in a business. This can give an
The report gives a concise analysis of employee relation concepts like ER policies, management styles, workplace harmonisation, collective bargaining and analysis of trade union with respect to the employees and organisations.
Schreiner (2017) asserts that employer and employee relationships should be mutually respectful. The degree of closeness in these relationships will depend on both the employer and the employee. Some employers opt to keep their employees at a distance and, in doing so, ensure that there is no confusion as to the hierarchy that exists between them. Others elect to become friendlier with their employees, seeing this as a way to ramp up employee happiness. While neither option is entirely right or wrong, it is wise to avoid getting too close to employees, as doing so can cause the line between employer and employee to become blurred.
People are the key to business success. However nowadays of business this is often neglected and people are seen to be a necessary expense. A successful business does not just rely on a person’s power instead it involves continuous effective teamwork and communication. Storey (1995) defines that human resource management is an individual approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.
Baron, A. & Armstrong, M. (2007). Human capital management: achieving added value through people. London: Kogan Page.
Industrial Relations or Labour Relations is an expression used not only for relationships between employers and Trade Unions, but also for those involving Government with the aim of defining policies, facing labour problems. The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labour. In its wider sense, industrial relations include the relationship between an employee and an employer in the course of the running of an industry and may project it to spheres, which may transgress to the areas of quality control, marketing, price fixation