Impact of European Union on Industrial Democracy in the UK

This presentation discusses the impact of the European Union on industrial democracy in the UK, focusing on the NHS as an example. It explores the importance of employee participation and involvement in decision making, as well as the methods employed by the NHS to achieve this. The presentation also highlights the role of effective human resource management practices in fostering strong employee relations.

TASK 4

 Industrial democracy is considered as the type of
structure being undertaken within NHS where all the
workers within company are delivered responsibility to
take crucial decisions within the company.
 European union has direct impact on industrial
democracy in country like UK and on the basis of same
all the businesses have to carry out assigned operations.

 Apart from this, at national level cultural differences
are highly present with regard to democracy and this
has impact on industrial democracy within nation.
 For example if company like NHS does not considers
its staff member in the decision making process then it
is not at all possible to focus on the performance of
entity as employees may not take part in major affairs

 Therefore, it is must to comply with the legal
requirement considering the operations carried out by
European Union.
 Moreover, non compliance with the laws of European
Union leads to decline in performance of business. So,
with the help of this it can be clearly stated that EU has
direct influence on industrial democracy within UK.

Three methods are being employed by NHS for gaining
employee participation along with involvement in the
business affairs and they are as follows:
 Consultation
 Suggestion scheme
 Attitude survey

 Consultation is one of the method is being employed
by NHS where advice of the staff members is being
taken in the decision making process
 So, this leads to higher level of motivation of staff
member and their efforts are quite high in serving
customers as per their real expectations

 Apart from this, internally all the policies of NHS are
flexible which encourages maximum participation of
staff members in the major affairs
 Views along with perception of every individual is
considered and they are being implemented in the
decision making process also

 Through different involvement criteria NHS is able to
know perception of its staff members towards company
and the kind of contribution they can provide to the
business
 Suggestion scheme is also another sort of method
employed by NHS where on continuous basis NHS
prefers to take advice of its employees on various areas

 The approaches linked with human resource
management have direct impact on employee relations.
 Further, in case of NHS all the practices undertaken for
managing human resource are quite effective and due
to this reason the relationship between all the staff
members are quite strong

 Further, motivations along with other kind of benefits
are delivered to the employees where this practice has
lead to developed employee relations within the
workplace
 No doubt perception along with attitude of every staff
member differs from each other but effective human
resource management practices leads to favorable
results where employee relations within the enterprise
are managed in better manner.

 On the other hand, different policies and laws have
been developed for management of staff member where
their contribution is also maximum.
 NHS considers employees as integral part of the
business and this is the main reason due to which
business is able to manage its human resource in proper
manner

 No such challenges are faced by company internally
such as disputes among employees, strike etc
 New plans and strategies are developed on continuous
basis which built trust in between staff members
towards the company

 McCauley, C. D., 2012. Reflection and Integration: Supervisor–
Employee Relationships. Personal Relationships: The Effect on
Employee Attitudes, Behavior, and Well-being. pp.95.
 McClean, E. and Collins, C. J., 2011. High‐commitment HR
practices, employee effort, and firm performance: Investigating
the effects of HR practices across employee groups within
professional services firms. Human Resource Management.
50(3). pp.341-363.
 Pandilwar, S. and Sarkar, S., 2012. Sustainability Aspects in
Employee Relation and Development: A Case of Mahindra and
Mahindra Ltd. Farm Equipment Sector—Nagpur. Today’s HR
for a Sustainable Tomorrow. 1. pp.249.
 Foster, E. C., 2014. Human Resource Management. In Software
Engineering. Apress.