An Analysis of Employee Relations Studies

This assignment involves a comprehensive review of various employee relations studies published in the Employee Relations journal. The studies cover topics such as transformational leadership, front-line management styles, organizational rewards, and work-life balance strategies. The analysis aims to identify key findings, trends, and implications for HR practices and policies.

Employees Relation

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
PART 1 – UK specific.....................................................................................................................1
A) Discussing implications of various perspectives for handling employment relations......1
B) Trade unionism affecting employee relations...................................................................2
C) Enumerating roles of key players in employment relations..............................................3
PART – 2 Case study : Junior doctors contract dispute...................................................................4
A) Procedure for dealing with conflicts.................................................................................4
B) Discussing features of employee relations........................................................................5
C) Effectiveness of procedures for dealing with conflicts.....................................................6
D) Discussing role of negotiation with regards to collective bargaining...............................7
E) Provide several negotiation strategies...............................................................................8
PART – 3 European Union (EU) perspective..................................................................................9
A) Influence of EU on industrial democracy in the UK.........................................................9
B) Enumerating various methods for gaining employee participation.................................10
C) Impact of Human resource management on employee relations.....................................11
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Employee relations are required to maintain so that they may be able to achieve common
targets of company in effectual way. The present report deals with importance of employee
relations in organisation which needs to be maintained by the management of company so that it
conquer objectives in the best possible way. It also deals with various perspectives for handling
employment relations and also provides how trade unions affect productivity of employees.
Moreover, it also discusses EU influence on UK and impact of conflicting situations which
hampers organisation's environment quite adversely.
PART 1 – UK specific
A) Discussing implications of various perspectives for handling employment relations
The various perspectives for handling employment relations are unitarist, pluralist and
radical/ maxist. The implications of each of the perspectives are as follows -
1. Unitarist Perspective -
The unitarist perspective for handling employment relations is basically directs
employees to achieve common objectives and goals for the betterment of company. The
perspective states that employees' should be directed to achieve goals collectively and as such,
all the workers share their contribution to the company for target accomplishment quite
effectively in the best possible way. The implication of this perspective is that employees' have
high level of job satisfaction and job enrichment (George, 2015). This implies that employment
relations are strengthened to a high extent. The history of UK is based on employment relations
is that in year 2011, unemployment has increased up to 2.5 million. As such, increase in taxes,
inflation is rising which is hard times for country for handling employment relations.
2. Pluralist Perspective -
The pluralist perspective involves two sub groups for handling relations. As such, two
groups have collective impact on handling employment relations. The two groups can be
management and other one may be trade union. The interest of these two groups are different
form each other. This is evident from the fact that management is concerned with directing
employees' to achieve common targets in a team for the betterment of company. On the other
hand, trade union is based on providing all the rights of workers so that they may have gains
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such as increase in salaries etc. The implication of this perspective is that two groups often
indulge in conflicts. As such, management is required to comply with demands of trade union so
that cordial relations may be maintained with workers.
3. Radical / maxist Perspective -
Radical perspective is based on the surroundings within which business operates. In
simple words, it is surrounded by society (Zukauskas and Vveinhardt, 2015). The perspective
states that organisation is to achieve goals by emphasising on profits. The implication of the
perspective is that conflict arises between society and company. It leads to demotivation to
workers as they are required to do hard work while company is greedy to garner more profits.
B) Trade unionism affecting employee relations
Trade unionism is based on providing employees their rights while working in
organisation. It represents employees and engaged with employers by bargaining demands of
workers at the workplace. Significant changes have been occurred in trade unions in UK. In the
past, trade unions were basically operated for skilled craftsman and safeguarding interest of
them. But later in nineteenth century, role was changed. Mergers and amalgamations were rising
and as such, trade unions were started to form in 2000 financial year onwards.
The rise in trade unions were significant for employees which were exploited by
employers at the workplace. This is resulted in formulating new concept in traditional industrial
relations such as collective bargaining of trade unions for providing rights of employees at the
workplace. This evolved changes in industrial relations as development of various procedures
and legislations were enacted to safeguard the interest of employees' so that they may be
provided rights at workplace by employers without any difficulty.
Furthermore, disciplinary policies, labour legislations and intervention of government
were concepts which evolved and initiated changes in trade unionism (Kilroy and Dundon,
2015). The effect of changes are adequately followed by organisations and are adopting these
concepts so that employees' relation may be maintained quite effectively such as employee
welfare, initiating employees to participate in management, personal and professional
development of employees. Moreover, strengthening employees' relation by providing safety and
providing adequate remuneration to all of them and incrementing salaries from time to time. This
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is required so that employment relations may be maintained quite effectively and collectively
with trade unions as well. This will eventually help company to accomplish goals and objectives
with much ease.
Trade unions have initiated significant changes on perspective of firm and are constantly
protesting against if any discrepancies occur between employers and workers. This has assisted
employees at the workplace and as such, employment relations are strengthened in UK by
complying with them and eradicating any conflict situations between management and workers,
thereby helping employees to gain their individual rights (Zheng and et.al, 2015).
C) Enumerating roles of key players in employment relations
1. Employer -
Employers are the key players in employment relations as they have direct contact and
communication with the workers. They define various rules and procedures for the employees so
that work may be accomplished quite effectively. The management is the key player as it directs
employees to work according to prescribed guidelines and it motivates workers to achieve
common targets.
2. Employee -
Employees in the organisation are main reason for which employment relations are to be
maintained by employers. The management laid down organisation policies and procedures
which are to be followed by them. Apart from this, employees are the parties which engages in
disputes and conflicts among members and as such, management should effectively maintain
cordial employment relations so that they may might resolve conflicting situations.
3. Trade Unions -
Trade unions are the parties which are directed to protect interests of workers at the
workplace by providing their individual rights. The conflicting situations are being aroused if
management does not follow demands of trade unions. The organisation policies, procedures and
rules are somewhat affected as trade unions hampers work of organisation. The policies adopted
by trade unions affect employment relations up to high extent (Fu and et.al, 2015).
4. Employer associations -
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Employer associations are engaged in protecting interests of member companies with
issues like conflicting situations with trade unions, negotiation with trade unions and sharing
advice and information. This is highly affects employment relations as employees are indirectly
connected to employer associations. These are formed to safeguard company just like trade
unions are formed for safeguarding workers.
5. Government -
Government enacts various rules and laws to safeguard interests of both employers and
workers. Company has to strictly abide by laws such as child labour laws, minimum wage act
and health and safety at the workplace as well (Katou, 2015). By enacting such laws and legal
framework, government maintains employment relations in the best possible way which ensures
healthy relationship between both the parties. It motivates staff to accomplish work quite
effectively.
PART – 2 Case study : Junior doctors contract dispute
A) Procedure for dealing with conflicts
The procedure for dealing with conflicts is based on three points which are described
below -
1. Identify root causes -
The conflicts should be resolved by understanding and identifying root causes behind
such conflicts so that it may be resolved as soon as possible in the best possible. This is
important as it damages reputation of organisation and overall decreases productivity of
employees as well. Junior doctors dispute evolved between NHS and BMA (British Medical
Association) which was the main reason for conflicts. The causes should be identified such as
unhealthy practices prevailing in the organisation. Moreover, past problems are not solved which
might have initiated more risk resulting from poor leadership (Cooper and Baird, 2015).
2. Way to resolve conflicts -
Several ways should be adopted by NHS so that demands of BMA may be effectively
met and salaries may be increased which is the main reason for such conflict. Junior doctors
should be provided with adequate salaries so that conflict may be resolved and overall
productivity may be enhanced. Moreover, another way to resolve conflict might be adopted is
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that giving reward for high productive employees so that employment relations may be overall
build with much ease. Furthermore, maintaining proper communication system so that demands
of BMA may be accomplished quite effectively.
3. Implementing ways to resolve conflict -
For implementing ways, collective decision must be taken by top management of NHS.
This will channelise overall views and opinions of members and as such, conflict may be
resolved. Also, making formal commitment that no discrimination may be made regarding pay.
It has impact on single employees, between them and group of workers as conflicts give
rise to severe disputes which affects organisation's environment (Tews, Michel, Xu and Drost,
2015). As such, NHS employers should identify root cause behind such conflict by listening to
each one's perspective and thereby, providing ways to solve issues with much ease. This will
automatically solve disputes between them and employment relations will be eventually
enhanced in the best possible manner. For solving conflicts between employees, employer should
listen to both employees' opinion and then try to solve issues. For single employee, root cause
should be identified and assist that in the future, it will never repeat. For resolving conflicts
among group of employees', grievance redressed procedure should be followed effectively.
B) Discussing features of employee relations Ideological frameworks -
The ideological framework means that belief followed by group of members. By
complying with the case study, ideological framework for conflict is based on voting of BMA
members to strike against the disagreeing ideology of government with regards to negotiation.
The new contract should be adopted by NHS so that conflict may be resolved. Revised contract
was issued by government even though, it was rejected by doctors. The junior doctors were
planning to extend strikes but dropped the plan because of patient safety (Rubery, 2015).
 Conflict and cooperation -
One of the major reason for conflict was that government issued new contract even after it was
rejected by numerous or majority of the junior doctors. The major issue which was aroused that
new contract initiated by government was not legally framed and was unlawful. The contract was
unlawful and as such, level of cooperation was not there as negotiations was prevailing. This
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lead to non-cooperation as they were not arriving at concrete solutions or ways to resolve the
same.
 Consultation -
The consultation will include government consulting with various regulatory bodies such as
BMA association, health and safety regulations, other trade unions, junior doctors which are
protesting. The conflicts may be solved by government by consulting with such parties.
Moreover, government should seek help from government advisors to resolve conflicts
(Williams and Horodnic, 2015).
 Negotiation -
This had taken place between NHS employers, government and BMA but the consequences were
severely bitter as it has resulted into strikes by junior doctors. Moreover, revised contract issued
by government was also rejected by junior doctors. Furthermore, negotiations was suspended
because of safety of patients.
C) Effectiveness of procedures for dealing with conflicts
The parties such as BMA association and NHS employers were negotiating for winning
over the conflict. The procedures adopted by BMA members and also junior doctors were to
strike against the unlawful contract. Various strikes were done by them in January, February,
April and May 2016 as well. This has resulted into severe conflict between NHS employers and
BMA association which was to be ended effectively by following negotiations to be initiated by
government after consulting with other regulatory bodies.
Furthermore, in April 2016 strike, BMA member Malwana resigned from the chair
position. The emergency cover was withdrawn by junior doctors in that strike. Moreover,
government followed collective bargaining to resolve conflict. It implemented forcefully new
contract in May 2016 which was faced with severe rejection by majority of doctors and only 2 %
was supporting the new contract while 42 % of doctors was not accepting it. They were rejecting
as it was against rights of employees and was conveyed as unlawful by them (Swailes and
Blackburn, 2016). The new junior doctors were planning to strike once more but dropped their
plan as it was against the safety of patients admitted in NHS institution. They suspended strike
against employers.
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Furthermore, junior doctors association revoked the plan and cancelled strikes for welfare
of people and citizens and society at large. Moreover, patients' safety was the main reason for
cancelling strikes as it may affect their health in the absence of doctors quite severely. Thus,
association also dropped the plan for strike (Schlechter, Thompson and Bussin, 2015). As the
strike was cancelled by Junior doctors association, this resulted for justice to the patients as they
might have faced serious repercussions in the event of strike and this could have ill effect on
their health as well. As such, it has adhered to ethical policy regarding the patient safety but this
on the other hand, led to end of conflict to junior doctors as they faced injustice because of the
unlawful contract not withdrawn by the government.
D) Discussing role of negotiation with regards to collective bargaining
Negotiation is the arguments presented by the conflicting parties to arrive at certain
conclusion quite effectively. This plays essential role in resolving conflicts as it is observed in
the case of junior doctors which has resulted into conflict regarding unlawful contract containing
injustice to employees which was presented by the government. This negotiation was done by
the government by consulting with the regulatory bodies and as such, this resulted into changes
enacted by government to resolve conflict between BMA association and NHS employers
regarding rights of new junior doctors.
Negotiation is required so that conflict may be resolved quickly in the best possible way.
This is required so that conflict may be solved as it has ill effects on organisation severely and in
this case, it might have adverse effect on the health of patients being admitted in the hospital. On
the other hand, collective bargaining means that conflicts that arise because of negotiations
between conflicting parties. This is evident from the fact that such conflict raised as employment
rights were not adhered to. This initiated conflict among the parties. Collective bargaining is
regarded as an effective instrument to solve dispute between employers and association for
strengthening employment relations between them in the best possible way (Yi, Ribbens, Fu and
Cheng, 2015).
Negotiations play crucial role in the collective bargaining procedure as it is based on
collective interests for which the negotiations have been accounted for. Another effectiveness orf
collective bargaining is that when the results are unfavoured to workers then, public support can
be easily attained with much ease. As such, role of negotiation in collective bargaining is
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important for resolving disputes quite effectively. As such, collective bargaining procedure
between three parties is purely based on negotiation. As it led to enact changes by the
government. The negotiations put by junior doctors were result of collective interest of them
against employers
E) Provide several negotiation strategies
The negotiation strategies help to present views and arguments of conflicting parties to
arrive at conclusion and solve the dispute quite effectively (Gallardo-Gallardo and Thunnissen,
2016). As such, two parties presented their negotiation such government and on the other hand,
BMA association and NHS employers. The various negotiation strategies which help to protect
rights of parties are as follows -
1. Preparation -
This strategy is based on preparation of various terms and conditions to be included in the
negotiation process in advance so that party may be able to present their views quite effectively
in the best possible way. It helps them to provide strong viewpoint to be presented and thus
ensures that favourable results may be obtained in their part only. Thus, the party prepares
negotiations quite effectively to register win over the dispute in the significant manner. This
strategy could have been adopted by doctors before issuance of contracts and should not have
been rejected afterwards. As a result, it is appropriate negotiation strategy for accomplishing
results.
2. Evaluation -
The evaluation should be based on negotiations so that best and worst part may be
decided without providing ill effect to society (Plester and Hutchison, 2016). As such, it is
reflected in the case that health of patients were neglected because of such conflict and this could
have been identified earlier in advance by the conflicting parties so that it might not adverse
effect on health of patients admitted in the hospital. This negotiation strategy could have been
adopted by government and doctors and such cancellation of strikes could have been done earlier
without comprising with the health of patients.
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3. Give and take -
This strategy is also helpful for negotiation purpose and this strategy is effective as well.
This is strategy is based on the purpose that parties present their views which are mutually
accepted by them to arrive at conclusion. In simple words, one party give its views and the same
is taken by other party by having mutual consent for arriving at conclusive results in the best
possible way (Plester, Cooper-Thomas and Winquist, 2015).
PART – 3 European Union (EU) perspective
A) Influence of EU on industrial democracy in the UK
Industrial democracy is the participation of workers and is an arrangement in which
workers participate in taking effective decisions and sharing responsibilities quite effectively. It
is a framework which focuses on sharing authority in the industry where employees work to
achieve common goals and targets. EU has immense impact on industrial democracy in the UK
as relationship between management and trade unions have not been good and is much
aggressive in nature.
European work councils are the professional bodies that are the representative of workers
in Europe. The professional body is entitled by coordinating with management so that business
decisions can be taken quite effectively in the best possible way. Moreover, another professional
body which impacts industrial democracy in UK is Information and Consultation directive which
is based on information rights which are to be provided to employees at the workplace working
and operating in Europe. The mechanisms of EU have given framework with reference to
economic situation, employment structure and many more which are required to be abide by
firms operating in EU.
Moreover, there exist a partnership relationship which is based on the principle that trade
unions and management of the company work toward common goals and targets (Kamar, 2018).
This relationship exist in present scenario in UK because of the influence of EU in the country.
Furthermore, trade unions are playing the role of educating management and employees several
benefits of participation of workers in taking certain effective decisions in the organisation in the
best possible way. As such, employees are highly motivated as they are taking part in decision-
making process which has led to success of company in most productive way. Shares are also
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being encouraged to subscribe by employees and various subscription of stock options and
saving schemes are taken. As such, EU has great impact on the industrial democracy in UK.
B) Enumerating various methods for gaining employee participation
There are different ways and methods which can be adopted by company so that workers
can be engaged in participation. The various methods are as follows -
1. Representative participation -
The representative participation is based on the principle that trade unions act as
representative of employees where sharing information regarding certain issues faced by
employees (Nazir and et.al, 2016). In simple words, issues of employees are conveyed by trade
unions to solve the same. Thus, it is good method of gaining participation of workers with the
help of trade unions with much ease. However, certain views might not be adequately presented
by trade unions because of lack of understanding which is somewhat limitation of this method.
2. Quality circle -
The management can use this technique to make sure that employee participation is
effectively attained in the best possible manner. The method follows top to bottom down
approach so that management can get glimpse of any issues facing by employees at the
workplace with much ease. It is able to solve issues and get participation quite effectively. The
method is based in forming groups so that management may be able to get the idea of any issues
faced by employees in the organisation. It provides effective way of tapping unknown issues
faced by them and as such, it is also effective method to get adequate results.
3. Attitude survey -
To obtain views regarding issues like remuneration determination, job evaluation and
even performance management to seek and determine efficiencies of employees quite
effectively. As such, several matters which are concerned to employee and as a result,
management tries to solve it by taking effective steps so as to gain employee participation in the
best possible manner. The attitude surveys are conducted through preparation of questionnaires
and group discussions with workers as well (Thunnissen, 2016).
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C) Impact of Human resource management on employee relations
Human resource management has immense impact on employee relations as they are in
direct contact with them. It affects overall performance of organisation. Employee relations are
to be maintained effectively by discussing certain roles and duties to them regarding their
allocated work and hence, it leads to job satisfaction and good attitude is shown by them and
consecutively tasks are achieved. This eventually results into enhanced performance of workers
and as such, goals are effectively achieved and employee relations are also strengthened as well.
Moreover, when employees' perform well, then firm achieve targets and also employee
arer highly motivate and this results into effective employee relationship between workers and
emoployers quite effectively. They are committed to work and accomplish set targets with mcuh
ease. This is possible by having effective team of human resource which strengthens employee
relations quite effectively. If any issues are faced by employees, then they approach human
resource department to solve issues. As a result, queries of employees are solevd and they feel
good and this leads to commitment and firm determination towards accomplishment of
organisational goals (Griffin, Bryant and Koerber, 2015).
Furthermore, transparency in communication should be established so that employees
may be conveyed standing instructions to be followed by them to accomplish task. This is the
responsibility of human resource team to effectively communicate necessary information to
workers so that they may be able to achieve tasks with much ease. In contrary to this, if
communication is not transparent then they will be unable to do task as per the requirement. As
such, human resource department has impact on strengthening employee relations up to higher
extent in the best possible way. Participation will be achieved quite effectively and thus,
employee relations will be consecutively broadened.
CONCLUSION
Hereby it can be concluded that employees are required to be recruited by organisation so
that it can accomplish set targets. After that, employee relations should be made by company so
that they may be committed to achieve goals in effective manner and also employee turnover
may be eventually reduced. The employment relations is required to be strengthen by
management which calls for paying competitive remuneration to them and providing safety at
the workplace in the best possible way. The rights of workers are also required to be imparted to
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them so that trade unions influences may be eradicated up to maximum possible extent. Thus,
company needs to maintain effectively relationship with employees to achieve common goals.
REFERENCES
Books and Journals
Cooper, R. and Baird, M., 2015. Bringing the “right to request” flexible working arrangements to
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Fu, N. and et.al, 2015. How do high performance work systems influence organizational
innovation in professional service firms?.Employee Relations. 37(2). pp.209-231.
Gallardo-Gallardo, E. and Thunnissen, M., 2016. Standing on the shoulders of giants? A critical
review of empirical talent management research. Employee Relations. 38(1). pp.31-
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George, C., 2015. Retaining professional workers: what makes them stay?. Employee
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relations: From external pressure to action. Group & Organization
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Katou, A. A., 2015. Transformational leadership and organisational performance: Three serially
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Kilroy, J. and Dundon, T., 2015. The multiple faces of front line managers: A preliminary
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Nazir, S. and et.al, 2016. Influence of organizational rewards on organizational commitment and
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Plester, B. and Hutchison, A., 2016. Fun times: the relationship between fun and workplace
engagement.Employee Relations. 38(3). pp.332-350.
Plester, B., Cooper-Thomas, H. and Winquist, J., 2015. The fun paradox. Employee
Relations. 37(3). pp.380-398.
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Rubery, J., 2015. Change at work: feminisation, flexibilisation, fragmentation and
financialisation. Employee Relations. 37(6). pp.633-644.
Schlechter, A., Thompson, N. C. and Bussin, M., 2015. Attractiveness of non-financial rewards
for prospective knowledge workers: An experimental investigation. Employee
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Swailes, S. and Blackburn, M., 2016. Employee reactions to talent pool membership. Employee
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Tews, M. J., Michel, J., Xu, S. and Drost, A.J., 2015. Workplace fun matters… but what
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Thunnissen, M., 2016. Talent management: For what, how and how well? An empirical
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Williams, C. C. and Horodnic, I. A., 2015. Rethinking the marginalisation thesis: an evaluation
of the socio-spatial variations in undeclared work in the European Union.Employee
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Yi, X., Ribbens, B., Fu, L. and Cheng, W., 2015. Variation in career and workplace attitudes by
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Zheng, C. and et.al, 2015. Developing individual and organisational work-life balance strategies
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Online
Kamar, 2018 Industrial Democracy in Management [Online] Available
Through:<http://www.yourarticlelibrary.com/hrm/industrial-democracy-in-management/75373>
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