EU Impact on UK Industries: Examining HRM and Employee Relations

This presentation examines the impact of the European Union on the United Kingdom's industries, specifically focusing on Human Resource Management (HRM) and employee relations. It begins by defining industrial democracy and its promotion by the EU, highlighting the improvement in industrial relations and the empowerment of employees. The presentation then discusses employee participation in decision-making processes, covering various forms such as ownership, bargaining, job enrichment, and board participation. Furthermore, it explores the impact of HRM on employee relations, emphasizing motivation, assistance in achieving objectives, and policy renewal regarding salaries and wages. The presentation concludes that maintaining positive employee relations benefits organizations and that the EU has had both positive and negative impacts on these relations, stressing the importance of employee participation in decision-making and the role of HRM in improving company relationships. The presentation references academic sources to support its claims.

INTRODUCTION
• Related slide are on the basis of the EU impact on the UK’s industries.
• Their was great decision over this topic and employee participation was also
their in the decision making process of the companies.
• The slide will guide and discuss with you about the HRM on the organization
and organizational relations.

EU’s impact on the UK’s Industries democracy
 Lets first discuss about the industrial democracy. What is actual
industrial democracy means?
 Industrial democracy is related to democratic decision of employee
and employers in any industry or organization.
 The decision making process is done when employee and employer
both participate in the process (Langove, and Javaid, 2016).

Contd.
 Responsibilities and power are shared.
 Everyone is consider to be equal and hence opinion of
everyone was considered.
 The UK industrial democracy was provided by the EU
 It’s also promoting the industrial democracy in the other
countries of the EU.

Contd.
 This created improvement in the industrial revolution and
increased the industrial and organization relation in UK
and other EU countries.
 Now employees and employers can raise their voice in
front of the organization (Mowday, Porter and Steers, 2013).

Employee participation in decision making
process
 Understanding the need of employee participation in
industrial decision
 Employee participation is the involvement of employees
in decision making process in organization.

Contd.
 This gives the right to the employees to raise their voices and
make their view about the organization and other
development.
 Employee now can raise his voice and participate in decision
making process.
 Authority and organization responsibility
 Against the exploitation(Mowday, Porter and Steers, 2013)

Contd.
 Participation can be in different ways some are listed below:
 Ownership participation.
 Bargaining decision making participation.
 Job enrichment participation.
 Board decision participation.

Impact of human resources management on
employee relations
 What is HRM and employee relation?
 HRM is the organizing and controlling process of the people
in an efficient and effective manner.
 Employee relation are the understanding and the relationship
between the organization employees and employers.

Contd.
 Human resources impact on the employee relation :
 Motivates and provide assistance to achieve
objectives.
 Renew the policies of the salary and wages of the
employee. (Lee and Kim, 2016)
 Managing the employee relation with the
management and solving conflicts

Conclusion
 We can conclude that maintained employee relation can be
benefit to the organization.
 The EU have positive and the negative impact on the employees
relation
 Employee participation in the various decision making process of
the organization is important and beneficial.
 HRM has improved the relation of the people of the company.

REFERENCES
BOOKS AND GENERALS
 Lee, J. and Kim, H., 2016. Do employee relation responsibility and
culture matter for firm value? International evidence. Pacific-Basin
Finance Journal, 40. pp. 191-209.
 Ouimet, P. and Zarutskie, R., 2014. Who works for startups? The
relation between firm age, employee age, and growth. Journal of
financial Economics, 112(3). pp. 386-407.
 Mulugeta, A., 2014. Assessment of employee relation practice: In
Case of National Tobacco Enterprise (Ethiopia) SC (Doctoral
dissertation, AAU).

Thank
You