Empowerment Strategies in HRM Performance Linkage

The provided content explores various aspects of organizational and psychological empowerment in the HRM-performance linkage. It includes studies on employee perception of corporate social responsibility (CSR) activities, communication competence, leadership behaviors, and their effects on employee outcomes. Additionally, it touches upon themes such as pluralism in international law, Moldovan employment relations, comparative international human resource management, organizational justice, commitment, and performance, and HR practices during post-merger conflict and merger performance. The content also includes online sources discussing methods of participation of employees in decision-making and strategies for negotiating.

EMPLOYEE RELATIONS
1

Table of Contents
INTRODUCTION ...............................................................................................................................4
TASK 1.................................................................................................................................................4
1.1....................................................................................................................................................4
1.2....................................................................................................................................................5
1.3....................................................................................................................................................6
TASK 2.................................................................................................................................................6
2.1....................................................................................................................................................6
2.2...................................................................................................................................................7
2.3....................................................................................................................................................8
TASK 3.................................................................................................................................................9
3.1....................................................................................................................................................9
3.2....................................................................................................................................................9
TASK4................................................................................................................................................10
4.1..................................................................................................................................................10
4.2..................................................................................................................................................11
4.3..................................................................................................................................................12
REFERENCES...................................................................................................................................13

INTRODUCTION
Employee relations in which there are players who play role are government, customers,
suppliers, workers and organisation structure that affect the employment relations they are affected
by union , management and state there are various employment legislations , laws and rules that
directly affect the industrial relation through this there is a better environment working conditions ,
customer benefits are provide to their employees so they put their efforts and contribute for the
organisation objectives and goals . Union helps to improve relationship between employee and
employers( Addison, Portugal and Vilares,2015 ) . NHS is a national health service they provide
healthcare services, dental services and optical services NHS deal with over 1million patient in UK
country and now it currently more than 64.6 million people in the UK it also cover the routine
screening, treatments for long term conditions and also provide emergency treatment. In the project
report we study it provides an understanding the subject of employment relationship, we also study
how the unitary and pluralistic perspective helps to resolve conflicts ( Anzia and Moe , 2013.),
what are affect of trade union in the industrial relationship, the major role player are the
government, workers, organisation, manager how they affect the industrial relations and we also
analyse different type of disputes procedure how they help in resolve the conflicts.
TASK 1
1.1
There are two perspective unitary and pluralistic frames of reference that help to resolve
conflict in workplace in the organisation are discussed below-
Unitary perspective
It refers to it is a statement which describe the mission of an organisation it includes different roles
of members in the organisation it is mind set and way of thinking it include values, attitudes,
practices relating to organisation membership it is based on to achieve organisation success and its
goals and objectives in this perspective conflict resolve by promoting loyalty and it believes that
employee and employer both have a common objectives,values,goals and interest and trade union
are not necessary to resolve conflicts due to this there is strong relationship between employee and
employer that leads to increase in loyalty and commitment and employee of the organisation are the
important stakeholders that ensures welfare in the organisation( Avouyi-Dovi, Fougèr and Gautier,
2013. ) .In this perspective all the members and stakeholders have a common interest and belief so
there is not need of trade union all are stressing on a common goal due to which employee relations
becomes strong the system of ER can be achieved on the side there is a some weakness in the

unitary that there is lack of realization that there is inequalities in authority and responsibility
between employee and employee relationship that result turn into there is a diverse kinds of
conflicts between them at all level there is different power assign manager have a great control over
the their subordinates and employees so there is a chance of conflict .
Pluralistic perspective
Pluralistic perspective in which there is a power to take decision so employees of the organisation
express their views , suggestion in the decision making process it resolve conflict between by trade
unions and legislation and problem is also solved in this perspective through motivating the
employees a management divide the large members into a sub group and there is a leader who lead
all members a good leader always try to solve conflict between members it is generally managed by
collective bargaining process.( Colombo,2013. ) The management allow their members to express
the suggestion and views and vote and elect members in each group through this problem can be
resolved by grouping discussion related to work .
1.2
Changes in trade union policy have a impact on employees relation in the organisation they
influence in various ways are they pay fair salary, incentive plans, bonus , good working condition
to their employees in the organisation it helps to build relationship between employee and
employers are discussed below-
 Collective bargaining- Trade union develop helps the employee to grant employee equal
bargaining power it set the terms of condition between employee and employers relating
work and pay it is negotiations .
 Employee welfare- Trade union represent a better union to the employees they provide
security and better working condition such as high wages are paid to the labour and high
salary, bonus , incentive are paid( Fisher, 2015 ) to it employees in the organisation there is
a balanced between work schedules, job security and employee protection.
 Unfair Practices- Labour unions introduced discrimination act that give protection to its
employers against discrimination between workers, members they are treated unfairly due to
which there is conflict between them so for this reason it resolve by discrimination act.
 Legislation – Union introduced various laws for the workers so they are protected on the
ground the laws are National labour Relations Boards association, the social security act ,
the family medical leave act( Hayter, 2011) , occupational safety and health act exist that
leads to fair working condition and better terms for the workers that ensure employee
welfare and laws are properly enforced.

 Employee voice and representation- Change in the social, legal impact on the membership
and impact in the workplace union help the employee to raise their voice and take
opportunities it is a right of people .
1.3
In the employee relationship the major role player are the government agencies , workers ,
manager, employees are as follows-
Manger- The major role player in the employee relationship are the manager they administering
employee benefits , they regulating terms and conditions of employment , provide them welfare and
social benefits, social security benefits also, they are coordinated by using effective communication
in the hierarchy level in the organisation and formal communication channels of orders and
direction , terms and condition also affect the employee relationship(Heery, 2016 ) . Manager
develop policy, procedure, strategies, process through which work are done smoothly and
effectively the manager of every department in the organisation roles and responsibilities are
directly affect the employees relationship.
Workers-Workers have a great role in industrial relations they are main players who work in the
organisation they create good environment only when they are satisfy through bonus, various
benefits , fair remuneration , they work in a safe workplace , there are various laws and regulation
created to provide fair pay , reduce discrimination and the management continue guide , supervise
the workers .
Government agencies-Government change policy and rules that directly affect the industrial
relations such as change in trade union , labour leads to increase and build a strong relationship they
create a framework and conduct fair roles(Hendrix, Hayes and Kumar, 2012 ) it change rules and
regulation relating to salary and wages and protection the employees for discrimination through
discrimination act the main aim is to provide security and equality among members.
TASK 2
2.1
There are various procedures to resolve conflict in different situation the conflict arise in the
organisation a single employee conflict between manger and a group of employee conflict in
different situation are discussed below-
 Realize that conflict are inevitable at work- When the people are discouraged with the work
and they are not benefited by such as salary , bonus , incentive plans , schemes and better
benefits given to other employees than there is a conflict develop then there is need of

change in their schemes and discuss how the conflict is resolve by giving suggestion, ideas
and try to solve that conflict take place in the organisation so there is result conflict is
inevitable every business( Kazlauskaite, Buciuniene and Turauskas, 2011 ) need change in
its policy, procedure , process so the conflict among the employees decreased and vanished ,
company should adopt the change and according to that changes they also make their policy
better so there is less chance of conflict between members.
 Handle conflict sooner rather than later- When the conflict take the shape in the organisation
among member the management should take steps first before they take a shape bigger in
the organisation leads to decrease in the efficiency and lack of proper communication so the
company must provide regular benefits to the good performer, regular feedback given to the
performer ( Krisch, 2015)so they motivate themselves, regular guidance and motivational
tools are applied so there is less chance of conflicts between members.
 Understand the reason behind conflicts-The management first understand and identify that
why conflict among members takes place in the workplace and after identification of reason
behind conflict they have to find the alternative solution to solve the problem lets take an
example if there is conflict that the employees they are not provide equal opportunities and
not provide equal benefits to all members in the organisation so it is reason so the
organisation have to satisfy the members by giving equal opportunity so they learn more and
new skills are developed in the individuals( Lee,Park, and Lee, 2013 ) that it help the
organisation to develop new ideas and innovation techniques are developed in the
organisation.
 Implementation-NHS manager implement the alternative solution and find the result and
evaluate the performance and results come out in the organisation by implementing the
various solution to the problem.
 Revise and control- After that they have to revise and control over them , the organisation
continue update with government policy , rules and regulations so they make changes in the
business policy , motivational techniques accordingly.
2.2
In addition to this, it can be said that there are number of aspects that are being considered in
respect to employee relation. Formal procedure should be followed by managers for managing of
major conflicts between trade unions and organization related to salary, risk jobs and rights of
employees. It has been noticed that by having improved focus on formal aspects the business entity
can ensure that process is well maintained as per standards( Mikkelson, York and Arritola,2015.).It

will also assist in framing of work activities, policies, etc. It is also significant to make sure that
employees and employer are well focused towards formal values for sustainable development.
Along with this, the informal procedures are also being considered as key aspect because it helps in
identify the issue in friendly manner. In this process any of third representative is not available that
make sure about the overall standards and make sure about overall outcome in effective manner.
Informal process requires a great consideration of mutual understanding( Morrison . and Croucher,
2010.). In order to handle conflict of organization with various stakeholders, the management
should follow proper stages. By having improved focus on diverse strategies the issues might be
overcome in appropriate manner. Initially it is significant to identify the issue on the basis of
standards so that goals and objectives can be accomplished.( Poor, 2011 )Moreover, the effective
consideration of key standards is significant so that goals and objectives can be accomplished in
desired manner. Identification of alternative ways is also critical which also helps in overcome the
issue. Appropriate selection of method according to key problem must be taken into account so that
goals and objectives can be attained in the market. It also leads business to impressive level of
success.
Effective solution is develop for the stated problem so, the business operations run smoothly. The
main problem arise in the company is that dissatisfaction level in the worker increasing nowadays
in the cited organisation. The employee relation affect negativity for that reason the manager
provide incentive plans, bonus and increment in salary to the employees. They provide them by
analyse the performance of worker and praise them for better outcome and this leads to increase
profit of the firm.
2.3
Evaluate the effectiveness of procedures followed so far from both parties in this conflict
situation.
According to evaluation of the overall process, it can be said that procedures implemented by
business entity are effective and it helps in overcome diverse issues. By having improved focus on
the procedures the work effectiveness has been improved. Along with this, issue in regard salary
and wage is also being overcome(Schreurs, Hetty van Emmerik, and Germeys, 2012. ) Moreover,
in environment of organization there is not any discrimination of individual interests of staff that
plays significant role in employee relationship.

In addition to this, it can be said that it has also allowed members to have appropriate negotiation
with management so that conflict situation can be overcome effectively. Moreover, issue
identification aspect has also been overcome through application of diverse processes. Standards in
regard to collective bargaining has also improved which assist in make sure that issues are
considered effectively( Suliman, Kathairi, 2012. ). Along with this, the effectiveness of
communication process has also been improved which assist in meeting objectives and lead
business firm to impressive level of success. Work conditions improvement is also critical aspect
that a business firm has attained through application of diverse procedures. It will assist in
overcome the negative impact which influences overall outcome in diverse manner.
To overcome the various conflicts the organisation adopt collective bargaining process to solve the
problems. It gives an opportunities to the employee to bargain of salary by negotiating the
agreement with the employer. This will increase the satisfaction level in the employees that directly
enhance the performance towards goals and objectives. It will provide benefits to both the staff
member and employer by mutual agreement that leads to achieve the productivity and profitability
of individuals and firms.
TASK 3
3.1
Collective bargaining power it is process of negotiating between two parties to improve pay
scale and conditions between employer and employees and group of people the main aim to
improve salaries and working conditions , benefits to the workers, flexible working hours and
workers compensation and the rights of employees. The main aim to of this process it to achieve
objectives of organisation and requirement of personnels are meets .The union negotiate with only
single employer and the group of business (Verwijmeren and Derwall, 2010. )and it is an
agreements between the employer and more than one unions it is generally represented by
management in this there is a terms and conditions relating to wages , salary , hours of working also
the collective agreements usually set out the wages scales , working hours , overtime and grievances
they are right to participate in workplace .
Collective bargaining is very important for success in the organisation and help them to
grow and development it is kind of ideology framework that helps in achievement and development
between the employer and employees so in the context of NHS employer develop procedures and
negotiation between the government and employer it is adopted regarding the doctors pay scale
conflict to resolve conflict a collective bargaining process( Weber, Rachman-Moore and Tarba,

2012) is used to resolve conflict regard to the doctors pay scale of junior and senior doctors there is
a negotiation between the two or more people so there is a negotiation between NHS , government ,
British member association . The role of negotiation between NHS employer and British member
association are as follows-
 Benefits of collective bargaining power- By the use of negotiating between NHS and BMS
leads to increase in their efficiency and effectiveness the problem is that they are paid very
low due to which they dissatisfaction in the doctors so there is a lack of efficiency in their by
negotiating the efficiency improve (Methods/Ways of Participation of Employees in
Decision-Making. 2016. )by using collective bargaining power there is no role trade union
role in this so they are paid equal opportunity to bargain their salary .
 Attain appropriate conclusion- When the negotiating of collecting bargaining becomes
successful if its framework are designed in better and effective way it give various solution
for the different conflict situation and it helps to resolve conflict by applying best solution to
the problem.
Conflict arise in the cited organisation is that the employee are dissatisfy with the salary that the
organisation pay less as per it expectations. The negotiation play a great role in the collective
bargaining process they choose to resolve these issue. They collect information from both employee
and employer in that to find out the positive impact of both the parties. The company have to
consider the employee performance and paid them accordingly this leads to they put more efforts.
That affect the firm's objectives that are achieved successful by smooth functioning of operations.
3.2
When there is a conflict between parties one or more than one parties the management or the
organisation use negotiation that help the parties to resolve conflict by applying best and
appropriate solution to the problem form various solution and parties agree for that solution ( )It
help the organisation to resolve conflict and encouraged to avoid disputes between the two parties.
In the case of NHS and BMA the parties negotiate to overcome from conflicts and disputes there is
a stage in the negotiation are as under-
Exploration – In these stage exploration in these two parties share information from each other
about the conflict what are the needs and wants of both parties why these conflict situation arise
between them so the NHS(Poor, 2011 ) and BMS share and communicate the information due by
negotiation between them.
Bidding- By share the information and conflict between each other about conflict situation they
understand each other problems( Mikkelson, York, and Arritola,2015) so in the bidding stage they

offer which can be bid either they accept the situation or reject them and switch them.
Bargaining- In this situations both the parties try to minimize the conflicts that arise in the situation
by using bargaining power by negotiation using their skills an strategies to resolve disputes between
them .
Settlement- After bargaining both the parties try to settle the conflict situation by negotiating and
bargaining when both the parties are satisfy each other then after that final settlement situation take
place in this stage. An agreement between NHS and BMS take place in the conflict situation.
TASK4
Attached in PPT TASK 4.1,4.2,4.3
CONCLUSION
From the above study, it can be concluded that employee relationship is the formal
relationship between an employer and worker in an organization. The development of trade union
was done with an objective to protect rights of workers and ensure that their rights are not being
exploited by businesses. In the present scenario, the changes in trade unions are directly affected
employee relationship to great extent. On the other hand, it can be also concluded that NHS has
developed an effective process to deal with the conflicts.
First of all the company listen to the views and opinion of employees without interruption
and then on the basis the same effective solutions are being proposed. It can be also inferred that the
conflict which has emerged because of discrimination at workplace has affected the employee
relationship and coordination between workers to a great extent. From the above carried out study,
it can be also concluded that the conflict management procedure which has been employed by NHS
is highly effective and it has provided several benefits to the organizations. It has also resulted in
enhancing morale of employees and overall productivity of the business enterprise.

REFERENCES
Books and Journals
Addison, J. T., Portugal, P. and Vilares, H., 2015. Unions and collective bargaining in the wake of
the great recession.
Anzia, S. F. and Moe, T. M., 2013. Collective bargaining, transfer rights, and disadvantaged schools.
Educational Evaluation and Policy Analysis, p.0162373713500524.
Avouyi-Dovi, S., Fougère, D. and Gautier, E., 2013. Wage rigidity, collective bargaining, and the
minimum wage: evidence from French agreement data. Review of Economics and
Statistics. 95(4). pp.1337-1351.
Colombo, M., 2013. Introduction. Pluralism in education and implications for analysis. Italian
Journal of sociology of education, 5(2).
Fisher, A. D., 2015. Legal Pluralism and Human Rights in the Idea of Climate Justice. Oslo Law
Review. 2(3). pp.200-224.
Hayter, S. ed., 2011. The role of collective bargaining in the global economy: Negotiating for social
justice. Edward Elgar Publishing.
Heery, E., 2016. Framing Work: Unitary, Pluralist and Critical Perspectives in the 21st Century.
Oxford University Press.
Hendrix, J.A., Hayes, D.C. and Kumar, P.D., 2012. Public relations cases. Cengage Learning.
Industrial relations (IR) changes in China: a foreign employer’s perspective. Employee Relations.
38(6), pp.826-840.
Jackson, M. P., Leopold, J. W. and Shams, S. R., 2016. Decentralization of collective bargaining: an
analysis of recent experience in the UK. Springer.
Jackson, M.P. and et.al., 2016. Decentralization of collective bargaining: an analysis of recent
experience in the UK. Springer.
Jimeno, J. F. and Thomas, C., 2013. Collective bargaining, firm heterogeneity and unemployment.
European Economic Review. 59. pp.63-79.
Kazlauskaite, R., Buciuniene, I. and Turauskas, L., 2011. Organisational and psychological
empowerment in the HRM-performance linkage. Employee Relations. 34(2), pp.138-158.
Krisch, N., 2015. Pluralism in International Law and Beyond. Fundamental Concepts for

International Law: The Construction of a Discipline (Jean d’Aspremont & Sahib Singh,
eds., Forthcoming).
Lee, E. M., Park, S. Y. and Lee, H. J., 2013. Employee perception of CSR activities: Its antecedents
and consequences. Journal of business research. 66(10). pp.1716-1724.Addison, J. T.,
Portugal, P. and Vilares, H., 2015. Unions and collective bargaining in the wake of the
great recession.
Anzia, S. F. and Moe, T. M., 2013. Collective bargaining, transfer rights, and disadvantaged schools.
Educational Evaluation and Policy Analysis, p.0162373713500524.
Avouyi-Dovi, S., Fougère, D. and Gautier, E., 2013. Wage rigidity, collective bargaining, and the
minimum wage: evidence from French agreement data. Review of Economics and
Statistics. 95(4). pp.1337-1351.
Colombo, M., 2013. Introduction. Pluralism in education and implications for analysis. Italian
Journal of sociology of education, 5(2).
Fisher, A. D., 2015. Legal Pluralism and Human Rights in the Idea of Climate Justice. Oslo Law
Review. 2(3). pp.200-224.
Hayter, S. ed., 2011. The role of collective bargaining in the global economy: Negotiating for social
justice. Edward Elgar Publishing.
Heery, E., 2016. Framing Work: Unitary, Pluralist and Critical Perspectives in the 21st Century.
Oxford University Press.
Hendrix, J.A., Hayes, D.C. and Kumar, P.D., 2012. Public relations cases. Cengage Learning.
Industrial relations (IR) changes in China: a foreign employer’s perspective. Employee Relations.
38(6), pp.826-840.
Jackson, M. P., Leopold, J. W. and Shams, S. R., 2016. Decentralization of collective bargaining: an
analysis of recent experience in the UK. Springer.
Jackson, M.P. and et.al., 2016. Decentralization of collective bargaining: an analysis of recent
experience in the UK. Springer.
Jimeno, J. F. and Thomas, C., 2013. Collective bargaining, firm heterogeneity and unemployment.
European Economic Review. 59. pp.63-79.
Kazlauskaite, R., Buciuniene, I. and Turauskas, L., 2011. Organisational and psychological
empowerment in the HRM-performance linkage. Employee Relations. 34(2), pp.138-158.

Krisch, N., 2015. Pluralism in International Law and Beyond. Fundamental Concepts for
International Law: The Construction of a Discipline (Jean d’Aspremont & Sahib Singh,
eds., Forthcoming).
Lee, E. M., Park, S. Y. and Lee, H. J., 2013. Employee perception of CSR activities: Its antecedents
and consequences. Journal of business research. 66(10). pp.1716-1724.
Mikkelson, A. C., York, J. A. and Arritola, J., 2015. Communication Competence, Leadership
Behaviors, and Employee Outcomes in Supervisor-Employee Relationships. Business and
Professional Communication Quarterly. 78(3). pp.336-354.
Morrison, C. and Croucher, R., 2010. Moldovan employment relations:“path dependency”?.
Employee Relations. 32(3), pp.227-247.
Poor, J. and et.al., 2011. Comparative international human resource management (CIHRM) in the
light of the Cranet Regional Research Survey in Transitional Economies. Employee
relations. 33(4). pp.428-443.
Schreurs, B. H., Hetty van Emmerik, I. J. and Germeys, F., 2012. A weekly diary study on the
buffering role of social support in the relationship between job insecurity and employee
performance. Human Resource Management. 51(2). pp.259-279.
Suliman, A. and Al Kathairi, M., 2012. Organizational justice, commitment and performance in
developing countries: The case of the UAE. Employee Relations. 35(1). pp.98-115.
Verwijmeren, P. and Derwall, J., 2010. Employee well-being, firm leverage, and bankruptcy risk.
Journal of Banking & Finance. 34(5), pp.956-964.
Weber, Y., Rachman-Moore, D. and Tarba, S. Y., 2012. HR practices during post-merger conflict
and merger performance. International Journal of Cross Cultural Management, 12(1),
pp.73-99.
Suliman, A. and Al Kathairi, M., 2012. Organizational justice, commitment and performance in
developing countries: The case of the UAE. Employee Relations. 35(1). pp.98-115.
Verwijmeren, P. and Derwall, J., 2010. Employee well-being, firm leverage, and bankruptcy risk.
Journal of Banking & Finance. 34(5), pp.956-964.
Weber, Y., Rachman-Moore, D. and Tarba, S. Y., 2012. HR practices during post-merger conflict
and merger performance. International Journal of Cross Cultural Management, 12(1),
pp.73-99.

Online
Methods/Ways of Participation of Employees in Decision-Making. 2016. [Online]. Available
through: <http://www.managementstudyguide.com/reasons-for-failure-participative-
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Strategies for negotiating. 2016. [Online]. Available through:
<https://www.business.qld.gov.au/business/running/managing-business-relationships/negotiating-
successfully/negotiating-strategies>. [Accessed on 3rd december 2016].