The Progress Made In the Equitable Employees Since 1968 - Essay Example

Introduction to Human Resource Management Introduction In contemporary HRM practice, strict adherence to labor regulations, government policies, and societal interests are inevitable. Employee-Employer relations have changed since industrial revolution in UK with introduction of women position within the labor market. Women collective movements and interests in labor market resulted into a new era of HRM practice with enactment of various legislations. Dagenham strike case marked a revolution with enactment of Equality Act that defended women interests and rights within the labor market. It is imperious to note that enactment of various labor laws and change in corporate relations to the society caused the contemporary trends in HRM theory and practice. Current Issues and themes in HRM practice Contemporarily, human resource management has evolved in practice and thinking. Ancient management issues viewed peripherally have currently dominated human resource agendas within the business environment. New ideas and interests have developed in HR ethics, work-life balance issues, measurement and evaluation of HR practices, and partnership agreements. Various HR management strategies used in the past have remained rebranded and made effective in the current practice. For instance, managers have introduced talent management practice, total reward management, and diversity management in place of workforce planning, pay administration, and equal opportunities respectively (Taylor, 2011, p. 1). Besides, various practices and research including employee management agenda, strength-based performance management, and employee well-being forums have emerged. These modifications in HRM practice has resulted into emergence of better work relations with established of employee activist forums. HR managers have realized the necessity to address employee issues while improving organizations productivity and performance. However, themes and issues that have emerged in new HRM practice that are of essential interests includes tight labor laws, regulations , ethical awareness, and nature of employment opportunities. Ethical Awareness Current trends in the market in relation to buying and selling of goods and services, seeking for employment, and investing have remained vested in ethical practice. Most organizations for instance, have are embracing corporate social responsibility and awareness with the aim of attracting public and workers interest (Guerci et al., 2015, p. 49). Most job applicants, consumers, and investors contemporarily pride working for organizations that practices good ethics. Contemporarily, ethical awareness remains focused on fair trade and green revolution matters. On the contrary, the ancient times HRM practice remained marked with inadequate ethical awareness and practice. Discrimination of employees marked the center stage of 1960s ethical unawareness (Taylor, 2011, p. 7). Regulations There has been an outstanding amplification in the number of regulations governing HRM practice and employment relations within EU countries and UK (FL MEMO LTD, 2006, p. 149). Most regulations have increased in disciplines that remained ignored in 1960s including discrimination of women, age, and race. Currently, various regulations including Equality Act 2010 fights for maternity rights in relation to both women and men and disability discrimination (Gov UK Legislation, 2010, p. 1). It is imperative to note that employee’s propensity to industrial courts redress has increased after the Dagenham case (Garlock, 2011, p.1). Tight labor Markets The current hastening of labor market laws and freedom has resulted into change in human resource management. Employees have gained freedom of choice while seeking employment from companies. However, demand for employees have remained restructured with high demand and better remuneration for experienced and skilled personnel. Employees freedom have caused change in HRM practice with the change in recruitment and selection policies to find the most competent and skilled persons. Moreover, development of labor industrial movements has improved employees power in relation to the organizations that they would like to offer their services. Nature of Jobs Changes in education systems and acquisition of imperative skills have changed HRM practice. Dynamism in nature of job opportunities has increased demand for highly skilled jobs, better payments, and technical responsibilities. Due to increased experience and education of employees, organizations managers have involved them in decision-making processes as opposed to the past. Change in management of companies with increase in employee power and involvement in decision-making process remains a revolution compared to practices in 1960s that got characterized by top managers’ dominance (Sheehan et al., 2014, p. 117). Human resource management theory and Practice in relation to Modern Business In essence, HRM theory and practice defines various elements relating to development of an organization’s workforce. HRM department has the responsibility of selecting, recruiting, assessing, and attracting employees that best match an organization’s culture, needs, and practice. Moreover, the HRM practice entails establishment of framework that values employees’ well-being and development through improvement of working conditions and training. However, modern business characterized by competition and limited resources has changed the theory and practice of HRM. HRM practice has currently focused on rigorous and strategic processes to recruit, select, and establish an effective employee base within organizations. Human resource managers currently seek to improve ethical awareness amongst their employees to rhyme with market trends and need for corporate social responsibility. The advent and need for corporate social responsibility has revolutionized HRM theory and practice to establish employees that embraces morality, integrity, and customer-orientation. United Kingdom’s History of Labor Management in relation to Current HRM practice Labor management practice has evolved since 19th century coupled with effects of World Wars. During 1990s before the start of the First World War, men dominated labor management with women given inferior roles with the labor market (Kavanagh, 2011, p.1). Most women were unskilled and contributed less to management decisions within multinational companies. However, with the start of First World War, women began gaining management roles in corporate companies. Engagement of men in war issues caused an increase in employees demand within the industrial sectors. Though unskilled, women worked managed to work in the organizations and rose through management ranks. However, they received lower pay rates and fewer benefits compared to men. However, the start of 1960s established change in labor management especially after constant women protests and movements. For instance, Dagenham case that resulted into women protest caused industrial revolution with acceptance of the female employees into leadership and management in organizations (Rees and Smith, 2014, p.127). The developments in women position within organizations caused dynamism in labor management. Currently, HRM practice and labor laws encourage involvement of women in industrial management and leadership (Stiles and Trevor, 2006, p. 27). Perspectives in employment relations Employment relations entail various aspects relating to relationships between governments, trade unions, employees, and employers. Similarly, various perspectives define employment relations in UK including Marxist, pluralist, and unitarism. The pluralist perspective entails the perception that a company composes of divergent and powerful sub-groups having independent leaders, objectives, and legitimate loyalties. Most specifically, trade unions and management marked pluralist perspective. In addition, the perspective entails authority and power vested within the aforementioned sub-groups in an organization. According to the perspective, trade unions legitimately represent employees’ interests and influences organization’s management decisions. On the contrary, unitary perspective of employee relations demands establishment of common objectives, interests, and values. Moreover, there exist no relations to trade unions as employees’ loyalty to the organization assists in improving mutual co-existence. It is imperative to note that a Marxist perspective encompasses relations between the employees, organization, and trade unions. A change in Marxist perspective directly affects the society and organization. Employment contract relations to current practice Working agreements between employees and employers in UK remained governed by various industrial legislations including Employment Relations Act. Employment contracts in current practice entail legal agreement between the employer and employees in accordance with trade unions and government policies. Contemporary HRM practice requires consideration of the aforementioned labor laws in addition to equality, job security, employment rights and duties, and workplace participation by the employer. Similarly, employees also remain governed by law to relate positively with their employers for mutual benefit. Currently, trade unions, labor movements, and industrial courts mitigate interests of both employees and employers in UK (Great Britain, 2005, p. 152). Nature of employment Law and relationships to historical perspectives Current employment laws and employee-employer relationships have changed compared to the past. Enactment of various employment laws including Employment Relations Act, Equality Act, or Pensions Act revolutionized nature of employment with employees gaining power of decision making within organizations (Holland, 2013, p. 135). Currently, employees exist mutually with their employers with consideration of collective benefits due to enhanced labor laws and involvement of trade unions. The observed changes mark significant employment law and relationships revolution in a historical perspective (CIPD, 2015, p.1). Such developments have changed HRM practice to being considerate of employees’ welfare and women rights in UK. Progress Made in Equitable employee relations since 1968 Strike of women working at Ford Car factory changed equitable employee relations. The strike marked an industrial labor revolution with enactment of various legislations including Equal pay Act. The Act resulted into improved women pay rates compared to men. Besides, women formed their activists’ movements including Women’s Liberation Movement (WLM) to champion for their welfare (MMU, 2015, p. 1). Moreover, various progresses followed enactment of Equal Pay Act including sexual regulation of women at their workplace. In addition, women began demanding equal remunerations to men besides actively participating in leadership and management within organizations. Various black women remained accepted within the labor market. Furthermore, women began participating in industrial politics and becoming labor women MPS. From unequal pay, sexual and leadership discrimination to acceptance into labor management, better and equal payment, and leadership involvement, women have made the realm of equitable employee relations progress. Currently, ethical and effective HRM practice considers gender equality in relation to Equality Act 2010 (Morrison, 2010, p.1). Currently, organization’s human resource managers give equal employment opportunities to women compared to men without sexual, racial, or disability discrimination (OECD, 2012, p. 3). Conclusion In conclusion, the Dagenham case strike caused industrial revolution in UK. Through the strike, women began gaining consideration within labor market with improved pay rate, leadership, and management positions compared to men. In addition, the Ford Car factory women strike case resulted into enactment of various labor and employment laws that champions for better HRM practice, equal pay, social responsibility, and fights discrimination. Enactment of the laws revolutionized HRM practice towards a more ethical responsive, gender sensitive, and employees’ relations minded system. It is important to note good HRM practice remains sensitive of government regulations, corporate social responsibility, trade unions’ requirements, and improved employee relationships. Bibliography Rees, Gary., Smith, Paul. 2014. Strategic Human Resource Management: An International Perspective. New York: Sage Publications Organization for Economic Co-operation and Development (OECD). May 2012. Gender Equality In Education, Employment And Entrepreneurship: Final Report To The MCM 2012. Report. Web. March 2, 2015. Retrieved from http://www.oecd.org/employment/50423364.pdf Government of UK legislation (Gov UK Legislation). 2015. Equality Act 2010: Discrimination. Web. March 2, 2015. Retrieved from http://www.legislation.gov.uk/ukpga/2010/15/part/2/chapter/2/crossheading/discrimination Holland, J. A. (2013). Employment law. 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