Managing Employment Relations

Added on - 29 Apr 2020

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Running Head: Managing employment relationsEmployee Relation
Managing employment relationsTable of ContentsIntroduction................................................................................................................................2UK Specific................................................................................................................................3Frame of reference..................................................................................................................3Role of Trade Union in grooming employee relations in UK................................................4Roles of key players in Employment relations.......................................................................5Case Study: Junior doctors contract dispute..............................................................................7Procedures followed while dealing with the situation of conflict..........................................7Key features of employee relations........................................................................................9Effectiveness of the conflict resolution procedures..............................................................10Role of negotiation in collective bargaining........................................................................11Impact of negotiating strategies............................................................................................12EU Perspective.........................................................................................................................12Influence of the EU on industrial democracy in UK............................................................12Methods used to gain the Employee Participation and involvement of Decision Makingprocess..................................................................................................................................13Impact of Human resource Management on Employee Relations.......................................14Conclusion................................................................................................................................15References................................................................................................................................151
Managing employment relationsIntroductionThe report discusses the impact and attributes of employment relations in divergingsituations. The employment relationship is the organizational relation that prevails within thecompany but the results are reflected in the external environment with the growth oforganization and build-up of goodwill. Report elucidates three tasks which are UK specific,case study of junior doctor’s association and EU perspective (Rees & Smith, 2017).Initially, the UK specific task will be examined in which the frame of references, roleof a trade union in flourishing the employee relations and the game of key players in thecontext of developing the employee relations were researched upon. The next aspect of thereport is based on the case study of junior doctor’s association in which there was a conflictbetween government and NHS employer along with the BMA association and trade unionwhere unfair practices with the employees were exercised. The procedure to deal with theconflict will be discussed followed by key features of employee relations. The effectivenessof employee relations is focussed along with negotiation role. The influence of negotiation onthe collective bargaining is explained as well. The third task concentrates on the EUperception where the influence of EU on industrial democracy has been analyzed. Themethods were suggested to impart employee equal right in decision making as done byTesco. At last, the impact of human resource management on the employee relations will bedemonstrated in brief supporting the Michigan model.Hence, the conclusion could be cultivated that in the modern time to ensure growthand stand firmly, in the long run, there is a need to maintain the relations with eth employees.The manager and employee relations motivate the employee and even the manager get tolearn something new technique and tricks from the employees either from their varyingexperiences or through the fresh faces that have been recruited wisely.2
Managing employment relationsUK SpecificFrame of referenceThe frame of reference refers to the mindset that helps the person to see the problemand try the best solve it, mostly these are the industrial problems arising from the employer-employee and problem is openly discussed to reach the better solution. In order to resolve theproblem of employment relation, the frame of reference has been designed where theconceptual human resources queries are been resolved and better organizational developmentcould be inculcated. The 3 attributes of this frame are unitarism, pluralist & radical. Themost popular of them are unitarism and pluralist (Greenwood & Van, 2017).Pluralism reference frame describes the unity and coordination among the employeesto create harmony and generosity within the organization. This kind of atmosphere within theorganization helps in enhancing the loyalty and increase the belongingness of the employeeand employee engagement is achieved which is a positive sign for the progress of theorganization. Corporate social responsibilities have to be maintained so as to maintain thesocietal trust and manage to maintain and grow the goodwill of the organization (Palmira,2017).The Unitarian frame of reference depicts the unity and single focus on the loyaltyprogram and delegating the responsibility to the competent person. In unitarism employeescome together for the common goal to fulfill the expectations that have been set and theperformance evaluation are undertaken to monitor the working of employees and providingappropriate training to the employees for conducting the better working (Saini, 2017). Theemployees accept their positions and justify their post in a positive manner. In unitarism,there is only the single leader that rules the organization and that unitary person is themanager and the opposition party which could be quoted as the competitor which matters themost to ensure growth and tallies the performance in a reliable manner. This practice helps ininculcating the value and belief within the organization and built up the better organizationalstructure and culture thereby strengthening the internal environment of the organization(Edwards, 2017).3
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