Employment Relations and Human Resources Management - Statistics Project Example

Employment Relations and Human Resources Management Contents Introduction 3 Discussion 3 Conclusion 10 References 11 Introduction Employment relationcan be stated as an information system that describes employer and employee relationship in an organization. This relation involves the body of work. Good employee-employer relationship contributes satisfactory productivity, motivation, morale in the field of work. Employment relation is concerned with resolving problems and also preventing those problems which affect or arise out work situations. Management should advice to supervisors on how to correct employee misconduct and poor performances. Progressive discipline, regulatory, effective disciplinary actions are required for solving the grievance and appeals of the employees. Information from the higher management should also be given to the employees regarding growth, any extension of business, management goals and strategies, policies of the business for a better understanding the overall work procedure. Information and advice should also provide to employees for correcting poor performance, on or off duty misconduct that affect them in the work place. Employees are also advised about the legislation, applicable regulation, their grievance, discrimination, appeal rights etc. Human resource management is a function that is designed to maximize the performance level of the employees in an organization. It can help to fulfil the employer’s strategic objectives. Discussion The term human resource management comes from the term personnel management which describes the process of managing people in the organization. It can be stated as strategic and coherent approach of the management to protect the most valuable asset of an organization. This valuable asset is the people of the organization who individually or collectively contribute their excellence for achieving the objectives of the organization. It is a process for hiring and developing employees so that they become valuable human capital to the organization (Williams, 2014). The activities of human resource management includes planning personnel needs, conducting job analysis, recruiting the right person for the right job, managing salaries and wages, providing incentives and benefits, giving proper training to the employees, provide orientation, resolving disputes, evaluating performance of individual employees and communicating with all employees at all levels of an organization (Behrens, Hamann and Hurd, 2004). The policy goals of HRM are: aligning human resource policies with corporate policies and business strategies, creating a flexible work culture within the organization that will be capable to respond quickly in case of any changes; creating a strong customer oriented philosophy, empowering personnel to enhance and manage own self-development and learning. Core qualities of Human Resource Management are effective negotiation skill, efficient communication skill, extensive knowledge of the industry and leadership (Bryson and Forth, 2010). They are trying to develop reward based strategies which help to build a performance driven culture within the organization. They can manage people in such a way which gives competitive and fundamental advantages to the organization. Characteristics of HRM are as follows: diverse, commitment oriented, focused on the business value, management driven activity, based on belief that people should be treated as assets, strategic, emphasis on integration etc (Ebbinghaus, Göbel and Koos, 2011). The other name of trade union is labour union which is part of the human resource management. This can be stated as an organization of workers who have united and organized together to achieve common interests and goals. These interests and goals include achieving higher pay package, getting benefits such as health care and retirement, better work condition, safety standard, increasing the number of employees an employer can assign to complete a particular work, better work environment etc. A trade union can bargain with its employer on behalf of the union members through its leadership and also negotiates labour contracts with employer (Ebbinghaus and Visser, 1999). The common purpose to build this union is improving and maintaining the conditions of employment. Trade union density refers to the percentage or proportion of the workforce who are belonging to a particular trade union. Since the early 1980s, there has been a steady decline in the density of trade union membership in United Kingdom workforce (Frege and Kelly, 2003). The graphical presentation is mentioned below: Figure 1: Trade Union membership From the above graphical presentation, this can be stated that in the year 1982 the number of trade union membership was highest in the mentioned period [i.e. year 1892 to 2007]. But after that the number is gradually decreased. In past the number of membership decreased from the year 1917 but after 1932 the amount was increased. Again the same scenario was observing from the year 1982 (Gumbrell-McCormick and Hyman, 2013). Figure 2: Trade Union Density From the traditional statistics this can be stated that trade unions were strongest in heavy manufacturing sectors like steel and coal. For ensuring 100% density, there was such kind of agreement that everyone has to be a member of a union to get a job. The scenario has been changed in last few decades. From the above graphical presentation this can be stated that the public sector industries [public administration, education, health care, defence, electricity etc.] have the highest union density than the heavy manufacturing industries (Hamann and Kelly 2008). Here it is mentioned that the mining industry has only 25% density. The lowest union density is in accommodation and food services which is only 3.6%. Highest percentage is in public administration and defence which is 53.4%. Figure 3: Union density According to the trade union density by job status, this is clearly shown that generally trade unions were stronger in full time permanent jobs. But in the present scenario the differences between part time and full time job, temporary and permanent job have become less than the expectation. Statistics also shows that men are less involved in part time, full time, permanent and temporary jobs than the women (Hyman, 2001). Figure 4: Union Present in workplace The above graphical presentation shows that the percentage of presence of trade union is huge in public sectors rather than private sectors and other workplaces. The reasons for declining trade union density in United Kingdom are as follows: Political Change- Since early 1980s, the government of United Kingdom has introduced some new rules & regulations, legislations that make the trade unions weaker than the earlier stage. For example- banning secondary picketing, ending closed shops etc. (Kelly, 2005). The new sectors and industries have not lent themselves to the trade unions. These industries mainly replaced the heavy industries of the country. More flexible labour market also the reason behind the declining position of trade unions. De-industrialization was another reason behind it. Some industries which have employed huge number of employees in the past are now cutting the numbers and trying to make a small group of employees within the organization. For example, coal mining industry has employed nearly 4, 50,000 employees and now they have less than 10,000 employees. This rapid fall in employment is another big reason behind this situation (Simms and Charlwood, 2010). Long term unemployment status in UK since 1980s is another reason for it. The figure or statistics of unemployment rate is quite high in the last decade. That means workers are now less powerful and less influenced by the trade unions. Increase competition in the market is another reason. This competitiveness has encouraged firms to develop a strong anti union environment within the organization. The adoption of anti union stance will help for globalization of the companies. No history of unions can be found in case of new industries. Industries like communication and info, construction have less tradition of trade union. So it is very difficult to get a strong and stable place in such sectors (Visser, 2002). Describing about the impact of decline in trade union density this can be stated that trade union workers get the higher wages than the non trade union workers. But the premium of being in a trade union has reduced by a small amount. There are so many factors which are affecting the wage part like the bargaining power of a trade union (Visser, 2007). Since 1980s, the trade union density has declined in many other countries in Europe. The percentage of density declined from 32.6% in 1995 to 26.4% in 2001at 25 countries in Europe. Some external threats and internal inadequacies are involved for reducing the trade union density in other European countries. External threats are raising unemployment, employer’s intention for building a non union environment and changing composition of labour force (Williams and Adam-Smith, 2010). Internal union inadequacies include trade union practices which are old fashioned and too much formal, their dominating attitude, representative structure and practices which do not allow the participation of some group members, trade union leadership which is failure to understand the current workplace realities etc. So the differences are very less between the condition of trade unions in United Kingdom and the other countries of the Europe (Fernie and Metcalf, 2013). Conclusion The country wise statistics shows the variety of levels of union membership in Sweden (70%), Finland (74%), Denmark (67%), Estonia (10%), Lithuania (10%) and France (8%). It must be stated that the union membership is not the only indicator of strength. In Spain, support for unions is shown by large number of workers whereas in France mass strike and demonstration affected the popularity and functions of trade unions. The average level of union membership also can be shown in Germany (18%), Poland (12%), and Spain (19%). Denmark, Sweden and Finland are at the top of the list with around 70% of all employees in unions. In the rest of the EU overall union membership has fallen. The impact is clear in the states of Central and Eastern Europe where fundamental changes and industrial restructuring took place in last few years. The membership declines some of the countries in Western Europe also such as Austria and Portugal. There are also sign of stable membership of trade unions in such countries who have not this high percentage in past decade. References Behrens, M., Hamann, K. and Hurd, R., 2004. ‘Conceptualizing Labour Movement Revitalization’, in C.M. Frege and J. Kelly (eds.) Varieties of Unionism: Strategies for Union Revitalization in a Globalizing Economy, Oxford: Oxford University Press. Bryson, A. and Forth, J., 2010. Trade Union Membership and Influence 1999-2009, London: NIESR Discussion Paper 362, Sept. Ebbinghaus, B, Göbel, C. and Koos, S., 2011. Social capital, ‘Ghent’ and workplace contexts matter: Comparing union membership in Europe, European Journal of Industrial Relations, 17(2): 107-24. Ebbinghaus, B. and Visser, J., 1999. ‘When institutions matter: union growth and decline in Western Europe’, European Sociological Review, 15(2): 135-58. Fernie, S and Metcalf, D. 2013. Trade Unions: Resurgence Or Demise?. London: Routledge. Frege, C.M. and Kelly, J. 2003. ‘Union Revitalization Strategies in Comparative Perspective.’ European Journal of Industrial Relations, 9(1): 7-24. Gumbrell-McCormick, R. and Hyman, R., 2013. Trade Unions in Western Europe: Hard Times; Hard Choices, Oxford: OUP. Hamann, K. and Kelly, J., 2008. ‘Varieties of Capitalism and Industrial Relations’, in P. Blyton et al (eds.) Handbook of Industrial Relations, London: Sage. Hyman, R., 2001. Understanding European Trade Unionism: Between Market, Class and Society, London: Sage, Chap 1. Kelly, J., 2005. ‘Social Movement Theory and Union Revitalization in Britain,’ in S. Fernie and D. Metcalf (eds.) Trade Unions: Resurgence or Demise? London: Routledge. Simms, M and Charlwood, A., 2010. ‘Trade Unions: Power and Influence in a changed Context’ in Colling, T and Terry, M (eds.) (2010) Industrial Relations Theory and Practice, 3rd edition, Chichester: Wiley, 125 – 148. Visser, J., 2002. ‘Why Fewer Workers Join Unions in Europe: A Social Custom Explanation of Membership Trends’, British Journal of Industrial Relations 40(3): 403-30. Visser, J., 2007. ‘Trade Union Decline and What Next. Introduction. Are Germanys trade unions a special case?’, Industrielle Beziehungen 14(2): 97-117. Williams, S. and Adam-Smith, D., 2010. Contemporary Employment Relations: A Critical Introduction, 2nd edition, Oxford: Oxford University Press., pp. 169-185, 209-227, 243-252. Williams, S., 2014. Introducing Employment Relations: A Critical Approach, 3nd edition, Oxford: Oxford University Press. Read More