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Employee Relations Report - Marks and Spencer

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Added on  2020-07-23

Employee Relations Report - Marks and Spencer

   Added on 2020-07-23

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Employee Relations
Employee Relations Report - Marks and Spencer_1
TABLE OF CONTENTSINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................11.1 Explaining the unitary and pluralistic frames of the reference:............................................11.2 Assessing how trade relation have affected employee relation.............................................21.3 Explaining the role of main player in employee's relationships...........................................3TASK 2............................................................................................................................................42.1 Explaining the procedures followed by M&S when dealing with different conflict situation..42.2 Key feature of employee's relation in a selected conflict situation at M&S.........................52.3 Evaluating the effectiveness of the procedures used to resolve the conflicting situations of ..6Marks & Spencer....................................................................................................................6TASK 3............................................................................................................................................63.1 Explaining the role of negotiation in collective bargaining..................................................63.2 Assessment of the impact of the negotiating strategy for M&S...........................................7TASK 4 ...........................................................................................................................................84.1 Assessment of influence of the EU on industrial democracy in UK.....................................84.2 Comparing the methods used to gain employee participation and involvement in the decisionmaking process in organisation...................................................................................................94.3 Assessment of the impact of the human resource management on employee relation.........9CONCLUSION..............................................................................................................................10REFERENCES..............................................................................................................................11
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INTRODUCTIONEmployee relation is the contractual relations of the employee and the employerworking in any form or any organisation. In today's era, the word employee relation is of veryimportant in the terms of employment as it is the communication between the managementand the employee. The communication can include the workplace decisions, employee’sgrievances, conflicts, unions and the issues relating to the collective bargaining. The presentreport is based on employee and employer relations of the UK's one of the largest retailmarket store -Marks and Spencer's. To investigate how cooperation between employers andemployees leads to the development of the good working relationships. The procedure ofcollective bargaining is also important and the managers should apply this properly to avoiddisputes. Legislation and the European Union (EU) play a major role in employee relations inthe organisation and also in the industrial relations.TASK 11.1 Explaining the unitary and pluralistic frames of the reference:Unitary framesUnitary frames of reference is a way of thinking, the mindset of the assumption anindividual make, the attitudes they carry, values and the practice which are related to themanagement and the organisation behaviour (Tansel and Gazîoğlu, 2014). If there are anydisputes or any kind of problem among any employee and the employer, than conflict willcommit further problems with others too. Despite the difference in the roles of the employee'sworking they all must share the same goals, objective and the values in the organisation, inorder to achieve success. It is more important to integrate the interest and the objectives ofemployee and the employer to make the employee more committed and more loyal towardsthe organisation. It is the duty of the management to go beyond the managerial style ofemployee's relation if they are capable enough to do so there will be no need of any tradeunion. But there is always the lack of the realization that there are inequalities betweenemployers and the employee which generate conflicts. This framework is importance todevelop strong relationship with the workers but it certainly lacks realism and inequality ofpower among employee and employer. According to unitary framework there is only oneauthority and that is the management of company and if employee work against them theyneed to be treated as non existance. Pluralistic frames1
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In Pluralistic frames, it is assumed that within the organisation there are different sub-groups, and each of them having their own legal laibilities and also their own set ofleadership and objectives (Inversi, Buckley and Dundon,2017). Generally, the trade unionsare the legal representatives of the employee who deal the conflicts of them by collectivebargaining but if management is careful then trade union will not exist. The workplace iscomposed of diverse sets of belief, values, attitudes and behaviours and because of theseconflicts are inevitable as interests are competing one. Conflict in pluralistic frames are notoverlooked but they are instead managed effectively through management team. Thepluralistic frames focuses on employee’s interest which certainly lead to the inefficiencies ofthe collective bargaining process. As there lies the trade unions so the role of managementwould be more towards influencing and coordination instead of enforcing and controlling.For diversified organisation and the national culture, the employee's relations can makepluralism beneficial. In pluralistic framework the company is dominated by the authoritiesand there are two different type of division forming trade unions of the employees and that ofmanagement. Trade unions are involved in the policy making and get a chance of negotiatingwith the management on the policies to be set.Both the unitary and pluralistic frameworks are highly effective for handlingemployee relationship in the organisation as both of them determining employee andorganisational goal. But in M&S they use pluralistic approaches by determining all theemployee and management at every level to work accordingly and together. As the workplaceof M&S consist of many and diversified set of belief, values, attitudes and differentbehaviours. So there are all kinds of individual who need to be assessed individually. Thepluralistic frameworks mainly focus on the employees interest as that the management cancoordinate with them to make the necessary changes in the work place.(Source: Pawar and Pawar,2016)2
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