Employee Relations and HRM Practices

The provided document is a collection of academic papers and articles related to employee relations and human resource management (HRM) practices. It covers topics such as virtual teams, leadership development programs, workplace bullying, performance appraisal justice, and HRM in public services. The papers are from reputable journals like Employee Relations and provide insights into various challenges and best practices in employee relations and HRM.

Employee Relations

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Unitary and pluralistic frames of reference......................................................................1
1.2 Effect of changes in Trade union on employee relations.................................................2
1.3 Role of main players in employee relations.....................................................................3
TASK 2............................................................................................................................................4
2.1 Procedure to deal with conflict situations........................................................................4
2.2 Key features of employee relations in conflict situation..................................................5
2.3 Evaluation of the effectiveness of procedure in a conflict situation................................6
TASK 3............................................................................................................................................7
3.1 Role of negotiation in collective bargaining....................................................................7
3.2 Impact of negotiation strategy..........................................................................................8
TASK 4............................................................................................................................................9
4.1 Influence of EU on Industrial democracy........................................................................9
4.2 Methods to gain employee participation..........................................................................9
4.3 Impact of human resources on employee relations........................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Employee relations can be defined as the quality of relation shared between employers
and employees in an organisation. Maintaining healthy relations at workplace plays an essential
role in fulfilling the objectives in an efficient manner. Employee relation programs are conducted
by the HR department to maintain a positive work environment in company. The management is
making special efforts to develop programs which ensure free and fair treatment to employees to
maintain consistency in workforce and enhance their loyalty towards company (Armstrong,
Brown and Reilly, 2011). The employees in contemporary era are valued and treated with respect
so as to reduce the situation of conflict within organisation. This present report takes into
consideration the airline company, British Airways. The various situation and practices of
employee relations will be analysed in regard to this company. This report will take into account
the nature of conflict in organisation and its resolution. The role of negotiation in the process of
collective bargaining will be analysed as well along with participation of employees in it.
TASK 1
1.1 Unitary and pluralistic frames of reference
Unitary frame of reference believes the organisation as a unified workplace. In this
perspective, it is assumed that there are negligible chances of conflict in the company. The
employers and employee share a common set of believes, values and objectives. The conflict in
the organisation if arises are the result of employee satisfaction which are suppressed by the
management by application of force and threats. Another necessary feature of unitary perspective
is that they believe trade union in an organisations are unneeded as they may force the
management to take actions which are not for the benefit of the business (Au and Marks, 2012).
The employees under this frame of reference are dependent upon the employers for the
livelihood. British Airways follow this frame of reference as treat their employee in the best way
possible.
Pluralistic frame of reference is exactly opposite to unitary perspective. This perspective
believes that the organisation is comprised of diverse people with different cultures, values and
beliefs are part of organisation. It is conceived that an organisation is a complex social thought
encompassing different interest groups so in such circumstances a situation of conflict is
unavoidable. Trade union are formed to protect the interest of the employees in case of conflict.
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Management is presumed to use coercive measures in such circumstances which may not result
into reaching to an agreement. Trade union are viewed as legal representatives of employees so
that a situation of conflict can result in agreement of both the parties. They can help enforce
positive work environment in the organisation. There lies freedom of expression within the
employees and they can choose a leader of their union who will represent the entire association.
Authority in the organisation is with the leaders of both sides which in the case of unitary was
exercised by the management exclusively.
1.2 Effect of changes in Trade union on employee relations
The existence of the trade unions can be traced back to the 18th century in Britain.
Initially trade union were formed to ensure that the employees are paid standard wages decided
by the government (Atkinson and Hall, 2011). They ensured collective bargaining and emphasis
was on the salary exclusively. The trade union brought revolution in the industries and the
business owners sensed it as a major threat to the operations. With the use of power and money
they were successful in suppressing the trade union until 1824. The 1830 saw a rise in union
when National Association declared that Trade union are for the protection of labour. Trade
union were legalised in 1872.
There are currently 6,135,126 registered members of union in United Kingdom. The role
of contemporary trade union is as follows:
Collective Bargaining
This role is the foundation stone of the trade union. They are developed to equip
employees with the bargaining power against their employers. The situation is developed and
fulfilled by union leadership. The voice of the members of the association cannot go unheard by
the management of the company.
Social Cohesion
It is the situation where every member of the organisation be it employers and employee
work together to fulfil their interest as well as goals of the company. It helps in creating a
situation where employees work and think of well-being of other employees working in the
organisation (Bach and Kessler, 2011).
Agreement
Agreement is a situation in which both parties give their consent on the same condition.
It is widely used tool in the conflict resolution. Trade union facilitates an agreement between the
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employee and employer. This helps in creating a situation of harmony in the organisation. When
both the parties fulfil their part of obligations there is minimum chances of arising of conflict.
Power Distribution
There is an equal distribution of power between the leaders of Trade union and employer.
Contrary to earlier times when power lied with the employer and exercised it without any
justification. Power distribution facilitates better relations between the employees in an
organisation.
Promoting Human rights
Trade union ensures that the basic human rights are fulfilled. They ensures that
employees are paid accordingly and employer agree to pre-defined condition which agreed to by
both the parties (Biswas and Varma, 2011). Freedom of thought, expression, public assembly,
social security and workers’ rights are fulfilled by the organisation.
1.3 Role of main players in employee relations
Employee relations can be defined as the relationship shared between the employer and
employee. It can be differentiated to productive, non-productive and disruptive. It is the duty of
managers, leaders and state's role in facilitating productive employee relations. One of main
members of the employee relations are:
Manager's Role
Managers play an essential role in maintaining the productive employee relations. It is his
duty to build such an environment in the organisation that it support and enhances productivity.
A manager can achieve the same by:
 A manager should be accessible to all the employees
 Facilitating an open communication assists in solving marginal problems
 Encouraging healthy competition at work
 Intervening and solving conflict at the infant level
 Activities and programs that contribute to social cohesion
 By avoid partialities at work place (No favouritism)
Union Leader's Role
The Trade union leader is another influential player who contribute to effective
management of employee relation with an organisation (Clarke, 2011).
 Facilitate communication between the workers and their employers.
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 Collective Bargaining.
 Reaching to an agreement with the employers.
 Organising development oriented programs for union members. Negotiation of labour contracts.
State's Role
The state is an institution which is also influential when it comes to maintaining
employee relation in an organisation (D'Cruz and Noronha, 2011). A state comprises a
legislature and an administration. The state can manipulate the employee relations directly and
indirectly. Direct influence: The state can influence the employee relations through legislation or
laws.
 Indirect influence: The use of 'Rules of engagement' and setting of 'Best practice' can help
in influencing employee relations.
TASK 2
2.1 Procedure to deal with conflict situations
Conflict is a situation of disagreement between the parties. A situation of conflict is
unavoidable in a business environment. In order to solve a conflict a situation can be broken
down into small manageable parts to deal with it effectively. The procedure to solve the conflict
is as follows:
Clarification
This first step in a conflict resolution procedure which focuses on getting to the root of
the problem. Understanding of the problem will help in effective resolving. This step revolves
around obtaining information from both the parties and ensure impartial evaluating of the same.
Establishing a common goal
Establishing a common goal refers to a decision which can carry the consent of both
parties. It is the duty of the mediator to establish a common goal or objective. After obtaining
information from both sides. This step ensures a common grounds which is to be agreed on by
both the parties (Dasgupta, Suar and Singh, 2012). The commonality in the situation of conflict
is that both the parties want end to it.
Ways to achieve common goal
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Now in the last step it has been identified that both the parties want to end the conflict.
The resolver has to identify the means by which both parties reach to that common goal. This
step focuses on brainstorming and communicating to make the both party agree to a decision.
Determination of barrier in the way
This step focuses on identifying the barriers which are becoming an obstacle in reaching
to the agreement. It is the duty of the mediator to analyse the way the situation and identify the
factor which can be influenced in order to reach to an agreement. There are factor such as
personality which cannot be manipulated and in those circumstances the mediator have to find a
way around for the purpose of conflict resolution.
Uncovering the best way
The mediator have to find the best way through which both parties reach to a conclusion.
There will be discussion on understanding the responsibility of both the parties while
contributing to a common goal (Doherty and Norton, 2013).
Acknowledgement
Now that responsibility of both the parties is determined in a conflict resolution. It is the
step in which acknowledgement is to be done by the parties on the same. When both the parties
believe it to be a 'win-win' situation they are presumed to acknowledge and accept the newly
established agreement.
2.2 Key features of employee relations in conflict situation
British airways have always shown concern towards employee relations and have
includes practices and approaches to maintain positive environment in the company. Employee
relation contributes directly to the productivity and profitability of company. Firm makes special
efforts for the purpose of maintaining positive employee relations in the company. The main
features of situation of employees are:
Relationship between employers and employees are hindered: The first and most
important feature of a conflict is that there is a huge dissatisfaction among workers regarding
their relationship with the management. The major cause of conflict in British airways is that the
discrimination in the policies of the company regrading gender equality. This resulted in decline
in the productivity of business of the company.
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Dissatisfaction with entity: the workers in the organisation are not satisfied with the
measures and policies formulated by the top management. The dissatisfaction among the
employee with the management results in lower productivity and unproductive environment.
The key features of employee relations are as follows:
Communication
To establish positive employee relations, it is very important to facilitate open
communication in the environment. Open communication in the work environment encourages
employees to talk about queries and problems they face while working (Gupta and Kumar,
2012). The manger can look into problems and try to minimize them to avoid the situation of
conflict in the organisation.
Acknowledge
It is very important to mangers to admit to existence of conflict in the organisation.
Paying attention to such matters help in solving them before conflict raises to another level.
Suppressing and ignoring will worsen the circumstances within an organisation.
Express one's emotions
It is very important for employees/ parties to express their feeling about the situations.
Emotion can sometimes invite conflicts in a company. Expressing emotion can help divert and
counter the situation of conflict at the beginning stage.
Defining problem
In order to solve a problem it is very crucial for mediator to understand the situation and
evaluate it. The proper understanding of the problem help him discovering the ways by which it
can be countered.
Determination of need
Determination of needs of an individual help mediator in reaching to a conclusion faster.
Creation of 'win-win' situation is possible when there is a better understanding of needs of
employees (Kazlauskaite, Buciuniene and Turauskas, 2011).
Follow-up
It is necessary to schedule follow up of the conflicts to determine whether the conflict
have been resolved completely or suppressed. If it is still lies in the environment it is likely to
cause disruptions in the working of the company. The next step is to be uncovered which is to be
taken in such a scenario.
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Mediation
It is one of the most effective way of solving a problem at an early stage. The Mediation
programs are developed which help in resolving the conflicts in a confidential and mutually
acceptable manner.
2.3 Evaluation of the effectiveness of procedure in a conflict situation
It is very important for a business to resolve the conflict at the earliest possible. There are
a variety of tools and techniques which can be utilised for the purpose of resolving conflicts. The
effectiveness of the same can be accessed by collective disputes within an organisation. British
Airways have outsourced the conflict resolution task to the dispute redresser community. This
community acts a mediator between the conflicted parties. While resolving the conflicts a
mediator have to ensure that the conflict are resolved constructively. Because suppressed matters
will erupt in the future and will disrupt the functioning of the business (Larson, 2017). The
community facilitates communication between both the parties so that a conclusion can be
drawn. This situation of enforces a situation of agreement between the two parties. A situation
of conflict is inevitable in an organisation. But it can be diverted from making hindrances in the
operations by effectively managing the situation. The satisfaction of both the parties is to ensured
before drawing a conclusion. The situation of conflict can arise due to different set of values,
beliefs and culture in an organisation so it is best that they are rectified at the earliest possible.
In order to solve the problem redressal community ensures that it is very necessary to
develop an understanding with the problem. The process of conflict resolution begins with
Understanding the views and emotions of both the parties which later helps in analysing the need
or possible outcome of the situation. However there are certain aspects in human beings which
cannot be influenced such as personalities so the mediator should focus on changing the
behaviour and attitude. It is very crucial to find a common ground to which both the parties feel
as 'win-win' situation. The tool of effective communication should be used to ensure that
conflicts are resolved constructively and should follow-up on both the parties on how they are
doing post resolution of conflict (Employee Relations, 2017).
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TASK 3
3.1 Role of negotiation in collective bargaining
Collective bargaining can be defined as a situation where a unit of employee negotiate
with employer on the terms of conditions. The major areas of negotiation are pay, working
conditions and incentives. This situation of collective bargaining is popular because employees
as one have the strength and power to bargain with the employer on pre-defined areas. Employee
when solely approaches the employer for the purpose of bargaining on terms and conditions
mostly go unheard. When both the parties reach to an agreement that situation is termed as
negotiation (Mathew and Jones, 2012). It involves consent of both the parties. This is crucial for
a business environment as both the parties see it as 'win-win' situations. Negotiation help in
enhancing the productivity and promotes a positive work environment.
(Source: Negotiation, 2017)
The essence of negotiation and collective bargaining is the same. The negotiation
facilitates a discussion between both the parties in a suitable manner. The employees can put
forward their demand in front of the employers. Negotiation encourages open and effective
communication in both the parties which helps in reaching to an agreement in rapid manner. In
absence of negotiation in collective bargaining, the employee had to adopt various unhealthy
manner to be heard by the employers. This can lead to the use of strikes and lockout in an
organisation resulting in industrial disruptions. It is evident that without negotiation collective
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Illustration 1: Negotiation

bargaining would have been looked in a bad light. Negotiation brings dignity and unity in the
process of collective bargaining.
3.2 Impact of negotiation strategy
British airways have always shown appreciation towards including negotiation in
collective bargaining. Earlier there were some instances of strikes being conducted by the staff of
the company which caused disruption in the operations. So responding to that the airways
threatened its employees to curb their pension perks (Mathew and Jones, 2012. This does not end
well for both the parties the company did not carry its operation for 11 days and over 2900 crew
was embroiled in this process. Situation like these contribute in spoiling the union's relations
with the company.
The major reason of arising of conflict situation of the organisation is that top
management does not involve themselves in matter hindering the operations. The employees
working in the organisation have to simply abide with the rules and regulation laid down by the
government.
Forcing is another practice which is common in the organisation. The personal goals are
proritized rather than giving attention to organisational objectives.
Compromising is the methodology adopted by the organisation in which top management
takes the initiative in solving the problem. It is the only way through which a agreement can be
obtained.
But at the end the negotiation played its role in the situation and facilitated a
communication between the parties to come to an agreement. This issue was resolved when the
airline urged its employees to join back and with newly defined working conditions. It is evident
from the situation that the issue between airline and employee could have been solved in a
dignified manner by incorporating negotiation in the bargaining system of the company. The
company held its first meeting on 13th July, 2017. The union members put forward their proposal
with the company by utilisation of effective communication with its association. They have used
the state intervention to resolve this issue in an effortless and cost friendly manner.
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TASK 4
4.1 Influence of EU on Industrial democracy
European Union is a group formed by the 28 countries in the United Kingdom. This
union ensures the political and economic cohesiveness in the Europe. This union have brought
significant changes in the trade union relations and the GDP of EU is higher than that of United
States. The establishment of EU in 1993 gave rise to industrial democracy in member nations.
Industrial democracy is a situation in which the employees have a right in making
decisions and share of power and responsibility in the work place. This theory have existed from
a long time but was lacking a successful execution because of the aggressive relation between
the employers and workers. EU ensures that workers are to be treated as a part of the
organisation. They are treated with respect and valued not to be considered as an economical
resource. The Union promoted the idea of “Partner based relations” which focuses on treating
workers as partners in the organisation by sharing the same objectives and inclusive growth.
The Union in contemporary times focuses on educating and development of their
members. This makes them sharpen their skill in the work they are doing and making aware of
their rights. Including the workers in the decision making have shown significant results. The
workers are now the stakeholders in the company by promoting schemes to invest their saving
into the business. There have been issues of “wage dumping” by an organisation investigating
that the council have conducted trails against that company. The EU ensures that the laws and
policies related to labour are adhered.
4.2 Methods to gain employee participation
Employee are a crucial part of an organisation. British airways focuses on enhancing the
employee participation and involvement in an organisation. Involving the inputs from the
employee have become a trend. It not only engages an employee but also focuses on developing
commitment and deciding objectives.
Attitude Survey
Attitude surveys are conducted in an organisation to know the views and opinion of the
employees in respect to the policies and decision taken by the company. The views and attitudes
can be identified by using questionnaires and interviews on regular intervals. These tools makes
it convenient for company to draw their reaction on policies and approaches such as job
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evaluation, performance appraisal and management. Knowing the views help in constructing
better policies and taking decisions which help in employee engagement (Morris, 2012).
Suggestion Scheme
It is another method which focuses on improving the efficiency in the operations through
the suggestions provided by the employees. The employees are free to provide suggestion on
how the task can be carried out efficiently. This method takes into consideration the perception
of employee on the operations which are being carried out in the company. Involvement of
suggestions of employees in decision making of everyday operations help in enhancing the
employee engagement and commitment towards the organisation.
4.3 Impact of human resources on employee relations
It is widely believed that success and failure of business relies on the quality of
relationship of employees in an organisation. It is very necessary for employees to share an
amiable relationship with each other. Unity in an organisation enhances productivity and
creativity which makes huge positive impact on business. Human resource management plays a
vital function in an organisation. It is responsible for managing and developing human resources
in an organisation. The formulation of policy is also undertaken by this Dept. only.
Human resource professional with its tool and measures focusing on binding the
employees together. The programs and activities are organised by the department to strengthen
the bond between employees. The HR manager should be able to facilitate open communication
within the company so that employee facing a hurdle should be resolved. Human resource
department acts as a link between the management and employees in an organisation so should
promote the use of polices and structure which enhance employee relations (Definition of
Employee Relation, 2017). Remuneration and grievance handling constructively help in
facilitating better employee relations. When employees feel they are paid in justified manner
they contribute effectively.
CONCLUSION
It can be concluded from the above report that employee relation highly contributes in the
success and failure of organisation. It refers to the quality of relationship between employer and
employee. There are three key players which help in influencing the relations between
employees i.e. managers, union and state. Trade Union are the unification of employees for the
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purpose of collective bargaining with employers. Understanding the problem and finding suitable
alternatives help in resolving the conflict in a rapid manner. Both the parties reaching to an
agreement can be facilitated by negotiation in collective bargaining to solve conflict in a
dignified manner. Attitude survey and suggesting scheme are utilised by the HR professionals in
strengthening commitment and employee participation in an organisation.
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REFERENCES
Books and Journals
Armstrong, M., Brown, D. and Reilly, P., 2011. Increasing the effectiveness of reward
management: an evidence-based approach.Employee Relations. 33(2). pp. 106-120.
Atkinson, C. and Hall, L., 2011. Flexible working and happiness in the NHS. Employee
Relations. 33(2). pp. 88-105.
Au, Y. and Marks, A., 2012. “Virtual teams are literally and metaphorically invisible” Forging
identity in culturally diverse virtual teams. Employee relations. 34(3). pp. 271-287.
Bach, S. and Kessler, I., 2011. The Modernisation of the Public Services and Employee
Relations: Targeted Change. Palgrave Macmillan.
Biswas, S. and Varma, A., 2011. Antecedents of employee performance: an empirical
investigation in India. Employee Relations. 34(2). pp. 177-192.
Clarke, M., 2011. Advancing women's careers through leadership development programs.
Employee Relations. 33(5). pp.498-515.
D'Cruz, P. and Noronha, E., 2011. The limits to workplace friendship: Managerialist HRM and
bystander behaviour in the context of workplace bullying. Employee Relations. 33(3).
pp.269-288.
Dasgupta, S. A., Suar, D. and Singh, S., 2012. Impact of managerial communication styles on
employees’ attitudes and behaviours. Employee Relations. 35(2). pp.173-199.
Doherty, L. and Norton, A., 2013. Making and measuring “good” HR practice in an SME: the
case of a Yorkshire bakery. Employee Relations. 36(2). pp.128-147.
Gupta, V. and Kumar, S., 2012. Impact of performance appraisal justice on employee
engagement: a study of Indian professionals. Employee Relations. 35(1). pp.61-78.
Kazlauskaite, R., Buciuniene, I. and Turauskas, L., 2011. Organisational and psychological
empowerment in the HRM-performance linkage. Employee Relations. 34(2). pp.138-158.
Larson, L. K., 2017. Employee Health--AIDS Discrimination (Vol. 10). Larson on Employment
Discrimination.
Mathew, S. K. and Jones, R., 2012. Satyagraha and employee relations: Lessons from a
multinational automobile transplant in India. Employee Relations. 34(5). pp.501-517.
Mathew, S. K. and Jones, R., 2012. Toyotism and Brahminism: Employee relations difficulties in
establishing lean manufacturing in India. Employee Relations. 35(2). pp.200-221.
Morris, T., 2012. Innovations in banking: business strategies and employee relations (Vol. 22).
Routledge.
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Online
Definition of Employee Relation. 2017. [Online]. Available through:
<https://www.lawteacher.net/free-law-essays/employment-law/definition-of-employee-
relation-employment-law-essay.php>. [Accessed on 14th October, 2017].
Employee Relations. 2017. [Online]. Available through:
<https://blink.ucsd.edu/sponsor/hr/divisions-units/emp-relations/index.html>. [Accessed
on 14th October, 2017].
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