Impact of Human Resource Management On Employee Relations
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Added on 2020-01-07
Impact of Human Resource Management On Employee Relations
Added on 2020-01-07
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EMPLOYEE RELATIONS
Table of ContentsINTRODUCTION......................................................................................................................1Task 1.........................................................................................................................................11.1 Explain the unitary and pluralistic frames of reference by reviewing the perspectives bythe stakeholders in employee relations...................................................................................11.2 Assess how changes in trade unionism have affected employee relations in the UK......21.3 Explain the role of the main players (workers, managers, organizations, governmentagencies) in an employee relations situation..........................................................................3TASK 2......................................................................................................................................42.1 Procedures an organization should follow when dealing with different conflictsituations.................................................................................................................................42.2 Key features of employee relations in a selected conflict situation.................................52.3 Effectiveness of procedures used in a selected conflict situation.....................................5TASK 3......................................................................................................................................63.1 Role of negotiation in collective bargaining situation......................................................63.2 Impact of negotiation strategy for a given situation of Unison........................................7Task 4.........................................................................................................................................84.1 Assess the influence of the EU on industrial democracy in the UK................................84.2 Compare methods used to gain employee participation and involvement in the decisionmaking process in organization..............................................................................................94.3 Assess the impact of human resource management on employee relations.....................9CONCLUSION..........................................................................................................................9REFERENCES.........................................................................................................................11
INTRODUCTIONIn the present business environment, the complex nature and number of businessorganisations are increasing and hence, employee relations is considered as a significantproblem. To attain corporate goals, it is important for managers to sustain an adequate andhealthy relations with subordinates and employees. Such effective relations betweenemployees and employer supports the organisation in sustain its goodwill and image in themarket. It can also be said that the main crux of employee relation is grounds on theinteraction level in between employee and employer. This interaction is a measure ofresolving conflicts that greatly influences the organisation. Here, the paper is elaboratingunitary and pluralist frame of references in employee relations and how it is affected bychanged trade unions. This section is followed by an effective process to be followed inorganisations while dealing with workplace conflicts. Then the reader will find content aboutnegotiation and collective bargaining to reach on mutual agreements for the benefit of boththe parties. At last, European Union influence on UK industrial democracy, methods ofachieving employees’ active participation in business decisions and human resourcemanagement impact on employee relations is being given. This report is prepared by takingpractical example of Samsung to get deep insights into the subject area. Task 11.1 Explain the unitary and pluralistic frames of reference by reviewing the perspectives bythe stakeholders in employee relationsEmployee relations talks about the contracts and regulations by which organizationalmanagement manages employees both as individuals and as group. It also concerned withensuring staff commitment to the achievement of the organization`s objectives. The term‘frame of reference’ refers to the understanding of the nature of a perspective or in currentcase, stakeholder relationship practices. There are two main types of frame of references,unitary and pluralistic (Armingeon and Beyeler, 2004).Unitary frame of reference refers to a management opinion, values, practices andattitudes on the basis of assumption that all stakeholders of any organization should sharecommon beliefs, values and objectives in order to achieve success. With the unitaryperspective, a mission statement is established and the success is measured through therealization of pre-set goals (Ugboro and Obeng, 2000). Workers are found to be loyal, and themanagement choice is considered as final and generally accepted by all which is viewed asthe best interests for every stakeholder. Trade unions are seen as trouble makers, and they are1
formed for the only purpose to communicate management’s view among the employees aswell as to enable employees to take part in decision making process (Atkins, 2012). In pluralistic frames, the organization is made up of several powerful and different sub-group which competes with each other. Members of the group are loyal to its own group andsubsequent leader. The two prime sub-groups are the management and trade unions. The roleof management in pluralistic frames of reference is more coordinating in comparison withcontrolling in unitary frames. Trade unions play an important role in this approach as theyrepresent employees of the organization. Disputes between them and management are oftenresolved by collective bargaining process where decisions are taken considering mutualbenefits of all stakeholders (Barry and Wilkinson, 2011). 1.2 Assess how changes in trade unionism have affected employee relations in the UKUntil 1824, Trade Unions were not so authoritative, since then as numbers of memberworkers increased these associations were legalized. Political activity overshadowed tradeunions between 1830 and 1840. However, afterwards 1850`s more permanent trade unionswere established. The London Trades Council was formed in 1860 and the Trades UnionsCongress was formed in 1868. Initially, main aims of setting up such unions were sensiblewages and better working conditions (Bolman and Deal, 2003).The legal status of trade unions in the United Kingdom was established by a RoyalCommission on Trade Unions in 1867, which agreed that the establishment of theorganizations was to the advantage of both employers and employees. In 1871, unions werelegalized. Since then up till 1914 there was massive increase in trade union membership,which affected all industries. The 1926 United Kingdom general strike was declared by theTrades Union Congress for the factors of pay and working conditions of coal miners(Rohrschneider, 2005). Similarly, a major strike took place for Winter of Discontent (1978-1979) which contributed to the downfall of Labor government of James Callaghan, whoappealed for unions to exercise pay restraint in order to try to curb the rampant inflation. In1984, unions were formed to provide help to employees working for banking services underthe Unity Trust Bank (Bryson, 2005). Thus, it can be inferred that the industrial revolution in the UK along with the advent ofthe factory system of production were greatly responsible for the emergence of trade unions.Unorganized workers were subject to exploitation by employer, therefore were helpless tobargain working condition and pay. Labour relations were mainly developed to protect theinterest of both management and workers with the help of developing mutual understanding2
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