Employee relations - Coursework Example

Employee relations affiliation Employee relations Any company’s measure of greatness is a reflection of the employee’s level of performance. Ever company possesses a certain culture that helps in driving the overall vibe and ethics of work for every person who works there. The employee relationship with management is to the individual’s success and the longevity in that position. Today, the concept of human relations remains the most important thing in the workplace. This means that employee’s relations are considered issues of modern days since every individual shares relationship at workplace with his or her colleagues. The relationship at workplace can be between any person in the organization, between coworkers, between workers and their superiors, between members who are in the same management among others. In any working environment, it is mandatory for employees to share a relationship that is healthy with one another so that they can ultimate product of their input is done to their best (Demann et al. 2008, pp.535–547). In any workplace, the relationship that exists between the top management and the employees are of great value. Human relations starts from the starting point of employee training, addressing the needs of the employees, fostering an employee working place culture and resolving the conflicts that arises at the working environment between employees or employees and the top management. Every individual at working place shares a particular relationship with his or her fellow workers. Human beings at places of work are not machines who begin working at the press of a mere button. The employees need fellow workers whom they can talk to and share ideas, happiness and sorrow with each other. A healthy relation of employees reduces problems of absenteeism at the places of work when there is a good relation, individuals tend to be serious and put more effort towards their work. They do not take frequent leaves and do enjoy their work and the working environment. Employees’ incidents of complaints will reduce and start giving inputs to their best. Unitarist perspective This perspective assumes that an organization is an integrated and harmonious whole that deals with ideal of "one huge happy family". Its assumption is that the top management in the organization and other staff members all share a common purpose, emphasizes cooperation and have similar set of values, objectives and interests. This perspective has a paternalistic approach where employee’s loyalty is demanded. Its emphasis and application are purely managerial. For this perspective, two vital implications stem out. The first implication is that conflict is an expression of the employees showing dissatisfaction and any differences with the top managerial position are seen to be an activity that portrays irrationality. In unitarist, conflict is regarded as being bad to the entire organization and should be suppressed immediately sing any extreme means of coercion. Secondly, all trade unions are seen to be unnecessary. This is because the relationship that exists between the organization and the employees is regarded as mutually exclusive. In this case, the employees cannot put their loyalty in a different place other than the organization. Any conflict arising in the working environment is not welcomed at all and perceived to be disruptive and a result of those who are agitated, interpersonal friction and breakdown of communication. According to unitary perspective, there should never be the presence of any trade union in an organization. In some cases, the presence of trade unions may be “force” the top managements to accept its presence for matters dealing with the determination of the employees pay and conditions. Unions should not have any part to play in exercising authority and making decisions in an organization according to this perspective because it would be representing a violation of managerial prerogative (Demann et al. 2008, pp.535–547). This perspective can be as a theoretical device in identification of industrial relations climate existing within specific types of organization both in the past and in present. Today, the unitary perspective is being used as a vital theoretical device in the examination of attitudes and perception of managers. Pluralistic perspective According to this perspective, the organization is assumed to consist of subgroups that are powerful and divergent. Each sub-group has its loyalties that are legitimate, with their objectives and leaders. In pluralistic perspective, there are two sub-groups are predominant. They include trade unions and management. During the twentieth century, the perspective of pluralist was distribution of authority and power in society, management being separated from ownership, separation of politics and industrial conflict and the acceptance and institutionalization of conflict arising from both spheres. The assumption of this perspective is that organizations consist of groups that have their aims, leadership and interest within the organization. There is always conflict being generated from these individual aims and interest, and this often leads to competition with other groups thus leading to tension that have to be curbed ad managed before causing damage to the organization. There are many sources of loyalty and authority in a pluralistic organization including trade unions and several other sectional interests. According to this perspective, conflicts arising between managers and workers over profit distribution are seen to be inevitable and normal in occurrence. The conflict existing between the employees and the workers is considered rational and develops from the various roles of the employee groups and managerial. In this perspective, the trade unions are considered an employee representative that is legitimate. Any conflict in the organization is with by collective bargaining and is not viewed as a bad thing. If it is managed, it could be used in a positive way in the evolution of the organization. Realistic managers who employ the use of pluralistic perspective allow and accept the occurrence of conflict. This perspective allows employees to have loyalties somewhere else other than the organization (Demann et al. 2008, pp.535–547). Changes in trade unionism and employee relations The role that the trade unions have been playing has significantly changed over the past years. The years ahead promises to be challenging to the trade unions as well. The roles that these unions play in shaping the working lives of many employees are significant. Many workers are now joining trade unions because of the benefits being realized as a result of being a member. Union membership has a great influence when fighting for employees rights. It is hard for an individual to fight for his or her right in an organization. Fighting for employees right needs a collective bargaining where the union represents the interest of the all the employees. The proportions of employees who are members of the unions continue falling as years go by. Unless they continue to adapt to the contours that are ever shifting, unions will continue having difficulties in reaching the new workers. Main player’s roles The main players in creating the best relations for employees in any working environment are the managerial. The manager or a team leader has a vital role to play in order to promote a healthy workplace relation for the employees to work at their maximum best. The leader needs to assign tasks that are challenging to his or her team members as per the workers interest and specialization. One key factor is that the employee should first have an interest in his or her work, otherwise; he will consider it a burden. Team leader has to understand his team members well to avoid any conflict emerging. The manager in this case should act as a role model for the members to emulate. He or she should treat every individual as one and avoid any special treatment. The manager should ensure that all the communication that are important take place on a forum that is open so that every person can get a common picture and finally ensure unity among the members (Demann et al. 2008, pp.535–547). Reference Demann, E.T.K. et al., 2008. Employee relations. Dental clinics of North America, 52, pp.535–547, ix.  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