Employment Relations

exercise duty of care in relation to what is reasonably expected, taking into account the degree of control you have over work activities and work environment;

When an employee starts a new company, there are several external and internal factors that impact on the employment relationship. Relationships affect both management and worker’s performance. The quality of these relationships have an effect on the organisation.

Employee relations is one of the remaining eight professional areas, an Employee relations professional is required to display knowledge of a strong understanding of employment law, or can access relevant,current and planned changes to laws relevant to the organisation. There is also a requirement to identify and act to mitigate risk to the organisation, have the knowledge of employee relations risks, and is able to coach managers to resolve issues, they will also know how to analyse, collate and feedback on communications and messages heard.

* Be open and honest, act with integrity and uphold the reputation of their profession

Employment relationship is the legal link between employers and employees (Organization, 2016). There is an economic exchange between the employer and employee as they perform the work and services, with certain conditions (Corporation, 2012). A power relationship on the other hand is when the employee agrees to submit to the authority and direction of the employer. The employment relationship is a continuous and open-ended contract, it allows the employees to modify and restrict the work effort and can combine collectively to challenge managerial authority. Therefore, the relationship is interdependent in nature, as employers seek a cooperative relationship with employees to gain their consent to instructions. The purpose of employment relationships is to deal with the employees and the issues that arise from their employment.

An employment relationship describes the dynamic, interlocking economic, legal, social and psychological relations that exist between individuals and their work organizations. Palgrave Macmillan (2013), Glossary [online] Available at: < http://www.palgrave.com/business/brattonandgold/glossary/glossary.htm> [Accessed 17th September 2013]. Factors that impact on this relationship both have a detrimental effect to the running of a business. I will focus on two internal and two external. These being:

According to the International Labour Organization (2015), the employment relationship is defined as the legal link between employers and employees. This exists when a person performs work or services under certain terms and conditions in return for remuneration.

Labor unions represent workers interests and the collective bargaining process provides a way to manage the conflict (Noe,

Employers must respect the role of the union as the only and restricted agent of the employees. Respect between the employer and the union, on behalf of its employees, is the key to a successful relationship. The association between parties must adhere to the employer 's exclusive right to manage its operations and to direct its workforces. Both parties must identify and acknowledge their respective rights and obligations under labor and service legislation and, under a cooperative agreement, the rights and duties of the employees covered by this agreement (HR in an Unionized Workplace).

Employment relations refer to the theory and practice in the management and regulation of employee relationship (Smith, 2012; Wilton, 2010). It deals particularly with the socio-political aspect of that relationship as well as the distribution of power between management and employees, conflict and the regulatory framework of the relationship. It has traditionally been understood as industrial relations between trade unions and management. As such it includes collective bargaining, negotiation and consultation and industrial conflict. Recent changes have altered the employment environment. Among these were the new forms of employee management, such as HRM, changing industrial structure to a service-dominated type, the decline in trade union power and influence, disfavor towards the union movement, greater individualization and flexibility in dealing with labor, and changing social attitude and perception towards trade unions. Employment relations have to do with managing the individual worker and collective employment relationship, whether in unionized or non-unionized workplaces. It has also come to mean the skill-set or philosophy for employers' management function or an area of activity (Smith, Wilton).

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,

which is known as human relations. Human relations is defined in its broadest sense which

John Storey’s (2007) model is worth considering framework in HRM studies. Four key elements are summarized as foundational structure of HRM, that is beliefs and assumptions, strategic qualities, critical role of managers and key levers which activate HRM as an essentially tool and techniques for use by practitioners.

Keeping up solid relations in an affiliation is a Pre-vital for legitimate accomplishment. Strong Employee relations are required for high proficiency and human satisfaction. Worker relations all things considered oversee keeping up a key separation from and deciding issues concerning individuals which might develop out of or effect the work circumstance. A standout amongst the most problems that are begging to be addressed confronting the greater part of associations today is the need to raise Employee profitability. There is a far reaching conviction that profitability upgrades must be accomplished through a key change in the region of employee relations. Changes are thought to be vital both in the association and structure

Relationships: employees are controlled by hierarchical system. The relationships between managers and the team-leaders are formal whereas team-leaders and stock clerks are maintaining informal relationships as friends. There is not much conflict between employees in the organization, but if it happens, we discuss the conflicts during the meeting