Employee Relations Task 4: Industrial Democracy and HRM in NHS

This report analyzes employee relations, focusing on the influence of the European Union (EU) on industrial democracy in the United Kingdom (UK), particularly within the National Health Service (NHS). It explores how EU legislative norms have impacted the roles and responsibilities of employees, especially junior doctors, in decision-making processes, leading to improved policies, increased employee motivation, and a safer work environment. The report details methods used to foster employee participation, such as encouraging employee engagement and involvement in decision-making, providing fair wages, and adhering to international labor laws. It also examines the impact of Human Resource Management (HRM) approaches on employee relations, including employee selection, training, and the use of reward systems to enhance performance. The report concludes by highlighting improvements in the decision-making process within the NHS, such as 'Tell,' 'Sell,' 'Consult,' and 'Join' approaches, aiming to increase productivity, motivation, and commitment. The report also references several sources to support its analysis.

EMPLOYEE RELATIONS
TASK 4

4.1- Influence of EU on industrial democracy in UK4.1- Influence of EU on industrial democracy in UK
 Industrial democracy is a vital provision in which the
workers are duly involved in the decision making
procedure of the organization.
 This involves sharing responsibilities and authorities at
the workplace.
 In this concept, the workers are well aware of their
associated rights and privileges as a part of their
employment.
 EU legislative norms and standards has a greater impact
on the junior doctors of NHS to improvise their roles and
responsibilities in regard to participate in the decision
making process.

Cont...Cont...
Effect:
 Managers have hereby started to continually review the
framed policies of work and change them for betterment if
and when required.
 The culture that is being followed at NHS already depicts
an effective nature with some more tactical improvements
for the welfare of employees.
 As a result to which, the employees will be more
motivated and encouraged.
 Safety measures being a priority is required to correspond
with impelling conditions of work that will also affect the
work environment of the establishment.

4.4.22 MMethods used to gain employee participation andethods used to gain employee participation and
involvement in the decision making processinvolvement in the decision making process
 Employee engagement signifies the unique trait of each
employee that in turn gives a innovative context of work
to the organisation.
 At NHS, an active participation is being expected from all
the employees with a special correspondence of their
junior doctors as a significant part of their organisation.
 They largely values their employees by encouraging them
to participate in their decision makiing process.
 Employee involvement aims at creating a vital sense of
responsibility in the employees where they are duly
involved in the decision making procedure of the
organisation.

Cont...Cont...
 Workers are given proper wages with suitable working
hours.
 International labour laws depicts a well established nature
with individual contracts of employment for the
employees.
 Scope of participation is on a higher context.
 Pensions and insurances are also with a well defined
format.
 Holidays were aptly planned with which child care was
also a major factor of consideration.

Cont...Cont...
This changes have greatly influenced the industrial
democracy of UK that has entirely corresponded with
today's modernised scenario of business operations.
Improvisation was a peak consideration that has assisted
NHS to deliver suitable services to the users as per their
expectation level.

Cont...Cont...
 The outcome of these inputs will tend to increase the
productivity, motivation level, credibility and
commitment level of the employees.
 There has been some leading improvements in the
decision making process of NHS as mentioned below:
 Tell: Herein, the manager takes a decision and simply
communicate it to their employees.
 Sell: Manager hereby tends to reckon the commitment
level of their staff members.
 Consult: The manager in thus particular procedure invites
the staff members to participate in the decision making
procedure by presenting their own set of ideas.
 Join: This involves an equal participation of both the
employees and employers in taking liable decisions.

Cont...Cont...
 Empowering the employees may give a self-directed way
of working with better managerial changes in the existent
work environment.
 This also encourages technical advancements that further
aids the venture to grow at a higher pace of success.

4.34.3 IImpact ofmpact of HRMHRM approachapproacheses on employee relationson employee relations
 HRM: It is a denomination that implicates the procedures
of selection, training and development, etc., with a prior
responsibility of the HR manager in it.
 NHS hereby attempts to track down for qualified set of
employees by continually motivating and retaining them
for a longer period of time.
 In order to escalate their work performances and
productivity better reward systems are being adopted by
the HR personnel's of NHS to gratify the appreciable
performance of the workers.

Cont...Cont...
 Teamwork is yet another efficient source that
enhances the performance level of the employees.
 There exists distinct type of HR managers that
usually depends on the size and scale of the
workplace.
 In small to medium size companies, a single HR
manager may look upon all related aspects of their
department.

REFERENCESREFERENCES
 Al-Waqfi, M. and Forstenlechner, I., 2010. “Stereotyping of citizens
in an expatriate-dominated labour market: Implications for
workforce localisation policy”. Employee Relations. 32(4). pp. 364-
381.
 Burke, R.J., Martin, G. and Cooper, C.L., 2011. Corporate
reputation: Managing opportunities and threats. Gower Publishing,
Ltd.
 Schoemmel, K. and S. Jønsson, T., 2014. “Multiple affective
commitments: quitting intentions and job performance”. Employee
Relations. 36(5). pp. 516-534.
 Employee Relations, 2016. [Online]. Available through:
<http://www.cipd.co.uk/hr-topics/employee-relations.aspx>.
[Accessed on 25th November 2016].

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