Analyzing Collective Bargaining in UK: EU Influence and HRM Practices

This report comprehensively portrays the effects of the European Union on industrial democracy in the United Kingdom, examining various methods of employee participation and decision-making involvement used by organizations. It discusses the influence of EU rules on employee roles in decision-making and the encouragement of share holdings. The report further explores the impact of human resource management practices on employee relations, emphasizing employee empowerment through delegation and authorization. It contrasts the unitarist and pluralist approaches to HRM, highlighting the role of trade unions. Ultimately, the report concludes that the EU significantly influences industrial democracy in the UK, HRM practices are crucial for employee and organizational performance, and strategies for increasing employee participation contribute to organizational success. Desklib offers a range of resources, including past papers and solved assignments, to support students in understanding these complex topics.

TASK 4
Collective bargaining in UK and its
different structures

EXECUTIVE SUMMARY
 This section will comprehensively portray the
effects of European Union that it has on the
industrial democracy in the United Kingdom.
 There are different methods of employee
participation and decision making
involvements used by the organizations
which will also be discussed in this report.
 Moreover, the effects of human resource
management practices on employee
relations which are important for
organizations will also e discussed in this
section.

INTRODUCTION
 Collective bargaining is a process of
forming a contract or agreement between
the trade unions in UK and the
employees.
 The overall process includes different
aspects like that of the employee pay
scale, working shifts, conditions etc.
 The overall concept development of the
gaining of participation from all the
employees and their involvement in
professional works will be the main focus
of this report.

INFLUENCE OF EU ON
INDUSTRIAL DEMOCRACY IN UK
 The European Union is basically the political
and economical union including the 28
member states which are situated in Europe.
 The arrangement including the decision
making of the workers, responsibility sharing
and authorisation in the professional field is
the industrial democracy.
 As per the EU rules, the employees in an
organization have an important role to play
in the decision making process.
 EU also encourages share holdings by saving
schemes.

INFLUENCE OF EU ON INDUSTRIAL
DEMOCRACY IN UK(CONTINUED)
 There are partnership relations between
the unions and the management having
same set of goals and interests because
of the influence of EU.
 The role of unions in UK are to educate
both the employees and the management
so that the involvement of both of them in
decision making can help in bringing
about effective results.
 The working council is made of the firm
representatives from each and every
functional department.

METHODS IN GAINING
EMPLOYEE PARTICIPATION
 Employee participation in different aspects of
the organization is of utmost importance
because employees are the most valuable
part of an organization.
 Training and development of the employees
can help both the employees and the
organization and they can develop necessary
professional skills and can be motivated in
their work.
 Involving other organizational stakeholders
like the investors, customers, owners can also
help in the involvement of the employee
participation.

METHODS IN GAINING EMPLOYEE
PARTICIPATION(CONTINUED)
 In the organizations there are different
techniques followed for the involvement
of the employees.
 The methods which have gained
popularity nowadays in this regard are the
training and development of employees,
involvement of the stakeholders and
consultation.
 On the other hand, several methods are
not used in the organizations any further
which are like the sharing of information,
financial participation.

INVOLVEMENT IN THE
DECISION MAKING PROCESS
 There are different techniques which the
organizations can follow for involving the
employees in the decision making
process.
 The techniques include sharing
information with the employees about the
organization.
 The employees can also be consulted
while making an important decision for
the organization which can have direct
effect on the involvement of the
employees.

IMPACT OF HRM APPROACH
ON EMPLOYEE RELATIONS
 Human resource is the most vital part of
an organization.
 The attitudes, behaviour and
performance of the human capital in an
organization is very important to
consider the overall success of the
organization.
 The effective management of the human
resource can help in the maintenance of
a strong employee relation between the
employer and the employees.

IMPACT OF HRM APPROACH ON
EMPLOYEE RELATIONS(CONTINUED)
 The human resource management must attempt
to empower the employees.
 The empowerment of employees include
delegation of power to the employees and
authorisation of the employees to line managers.
 The unitarist and pluralist approach to human
resource management must also be considered
like in unitarist approach the goal of the
employer and the employees are common and
the trade unions do not have any role to play.
 In pluralistic approach, the trade unions play
important role since the workers have separate
believes, attitudes etc.

CONCLUSION
 The EU have direct influence on the
industrial democracy in UK.
 The HRM practices are important for the
effective performance of the employees
and organization.
 The different methods that are used by
the organizations in increasing
participation of the employees can help
in organizational success.

REFERENCES
 Taylor, P. and Bain, P., 2011. Trade unions, workers' rights and
the frontier of control in UK call centres. Economic and Industrial
Democracy, 22(1), pp.39-66.
 Ackers, P., Marchington, M., Wilkinson, A. and Dundon, T., 2012.
Employee Participation in Britain: From Collective Bargaining &
Industrial Democracy to Employee Involvement & Social
Partnership--Two Decades of Manchester/Loughborough
Research. Decision (0304-0941), 33(1).
 Saraph, J.V., Benson, P.G. and Schroeder, R.G., 2009. An
instrument for measuring the critical factors of quality
management. Decision sciences, 20(4), pp.810-829.
 Lawler, E.E., 2014. Total quality management and employee
involvement: are they compatible?. The Academy of
Management Executive, 8(1), pp.68-76.
 Subramony, M., 2009. A meta‐analytic investigation of the
relationship between HRM bundles and firm
performance. Human resource management, 48(5), pp.745-768.