Analyzing EU's Impact on UK Industrial Democracy & Employee Relations

This presentation assesses the influence of the European Union (EU) on industrial democracy in the United Kingdom (UK), focusing on how EU regulations impact employee relations within UK companies. It compares different methods for gaining employee participation and decision-making, such as participation at the board level versus through suggestion schemes, highlighting the scope and innovative potential of each. The presentation also examines the impact of human resource management (HRM) on employee relations, noting how HR managers contribute to better working conditions, issue resolution, increased employee faith, and improved communication. References to academic articles support the analysis, emphasizing the interplay between EU policies, industrial democracy, and HRM practices in shaping employee relations in the UK.

Employee relation.
(Task 4)

Introduction.
Healthy employee relations is a need of the
successful organisation and this is factor which
can make better conditions of work. This
presentation is based on the United Kingdom and
European Union, EU has made a set of rules and
regulations for the employee relations in the UK
companies. They have to manage healthy
relationship in between the employee and
employer.

4.1 Assessment of the influence of the EU on
industrial democracy in the UK.
UK is having industrial democracy, they believes
in free trade and make efforts to develop their
economical conditions. Many peoples from
European Union are working in the UK
companies and EU is highly determined to protect
their people's benefits in the UK companies. So
they have policies for UK companies which are
taking services of EU nation's peoples.

Continued...
Industrial democracy is highly affected by the
EU and here is some of the factors;
 Policy's for switch a company.
 Employee's involvement in the decision
making process.
 Work safety.
 Appropriate salary and incentives.

4.2 Comparison in between methods to gain
employee participation and decision making process.
A company can make employee participation on
different levels and with different methods and
these are;
 Participation at board level.
 Participation through suggestion scheme.

Continued...
Points Participation at board
level.
Participation through
suggestion scheme.
Level. Higher level. Lower level.
Scope. Larger. Smaller.
Innovative. Lesser innovation. Highly innovative.

4.3 Impact of human resource management
on the employee relation.
HRM is a tool which works for the employee
relations, a HR manager works for the betterment
of the working environment of a company.
 Better working conditions.
 Resolving issues of the employee.

Continued...
 Increasing employee's faith.
 A medium for communication.

Reference.
Amstad, F.T., and et. al., 2011. A meta-analysis of work–family conflict and various
outcomes with a special emphasis on cross-domain versus matching-domain
relations. Journal of occupational health psychology. 16(2). p.151.
Avey, J.B., and et. al., 2010. Impact of positive psychological capital on employee well-
being over time. Journal of occupational health psychology. 15(1). p.17.
Bhatnagar, J., 2007. Talent management strategy of employee engagement in Indian
ITES employees: key to retention. Employee relations. 29(6). pp.640-663.
Biggs, D. and Swailes, S., 2006. Relations, commitment and satisfaction in agency
workers and permanent workers. Employee Relations. 28(2). pp.130-143.
Chand, M. and Katou, A.A., 2007. The impact of HRM practices on organisational
performance in the Indian hotel industry. Employee Relations. 29(6). pp.576-594.
Cooke, F.L., 2009. A decade of transformation of HRM in China: A review of literature
and suggestions for future studies. Asia Pacific Journal of Human Resources.
47(1). pp.6-40.