Employee Relations Report: EU Influence, HRM, and Decision Making

This report delves into the multifaceted realm of employee relations, examining its core principles and significance. It explores the influence of the European Union on industrial democracy within the UK, highlighting worker participation, shared responsibility, and the distribution of authority in the workplace. The report further investigates various methods employed to foster employee involvement in decision-making processes, including collective bargaining, suggestion schemes, job enrichment, and quality circles. Additionally, it assesses the impact of human resource management approaches on employee relations, emphasizing the importance of communication, workflow management, and building a strong sense of trust and connection. The report concludes by providing a list of references to support the arguments presented.

Employee Relations
(Task 4)

Employee Relations
Employee relations is focused on the relationship
between the employer and employee. This is
replaced to the term of the industrial relation. This
is the a detailed course of the relations in the
organisation. Each and every company have to
maintain good employee relationship. Employer
have to maintain the relationship because they
are the responsible person in the organisation to
manage this.

Influence of the EU on
industrial democracy in the UK.
 Involves workers making decisions.
 Sharing responsibility.
 Authority in the workplace.

Influence of the EU on
industrial democracy in the UK.
 Involves workers making decisions.
 Sharing responsibility.

Continued...
 Authority in the workplace.

Methods used to gain employee
participation and involvement in the
decision making process.
 Participation through Collective Bargaining.
 Participation through Suggestion Schemes.

Continued...
 Participation through Job Enrichment.
 Participation through Quality Circles.

Continued...
 Participation through Complete Control.

Impact of the human resource
management approach on the employee
relation.
 Communication.
 Work Flow.

Continued...
 Believe.
 Proper bonding.

References...
Newsom, D., Turk, J. and Kruckeberg, D., 2012. Cengage Advantage Books:
This is PR: The Realities of Public Relations. Cengage Learning.
Dau-Schmidt, K.G., Finkin, M. and Covington, R., 2016. Legal protection for the
individual employee. West Academic.
Avey, J.B., Luthans, F., Smith, R.M. and Palmer, N.F., 2010. Impact of positive
psychological capital on employee well-being over time. Journal of occupational
health psychology. 15(1). p.17.
Luthans, F., and et. al., 2008. The mediating role of psychological capital in the
supportive organizational climate—employee performance relationship. Journal
of organizational behavior. 29(2). pp.219-238.
Sy, T., Tram, S. and O’Hara, L.A., 2006. Relation of employee and manager
emotional intelligence to job satisfaction and performance. Journal of vocational
behavior. 68(3). pp.461-473.