The purpose of the paper “Employee Relations in Contemporary Organisations” is to analyze employee relations, which refer to the mechanism through which matters between employees and their employers are resolved to prevent liabilities for the organization…
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The main impetus for employee relations is the need for participation in management and the encouragement of participation as a result of democracy (Blyton and Turnbull, 2004 p276). They state that “participation is by definition a higher-trust and positive-sum activity where the emphasis is placed on the shared resolution of issues to the mutual benefit and gain of those involved” (Blyton and Turnbull, 2004 p276). This implies that participation is an appropriate means through which both employers and employees can resolve their differences. However, the idea of participation led to the creation of trade unions and the incorporation of trade unionist policies in workplaces (Blyton and Turnbull, 2004). Also, the inclusion of European social policies encouraged bargaining and collective participation. Evolution from the Old Unionism Boxall and Purcell (2003) identify that the old industrial relations of the early 20th century was about control and stability and gaining agreements to keep the production system going and avoiding disruptive conflicts. These arrangements were not legally enforceable. However, the post-war era ushered in a new period where participation of employees in organizations was done through unions. These unions were representatives of employees through collective bargaining arrangements. Collective bargaining is defined as “a process through which representation of employers and employee organizations act as joint creators of substantive and procedural rules regulating employment” (Blyton and Turnbull, 2004 p226). In other words, these were situations where important and relevant issues between employers and employees were discussed. The most common 'substantive' issue is the demand for fairer wages. Also, it involved the utilization of a clearly laid down procedure or system whereby employees could assert their demands based on the market value of their collective supply of labor. Most businesses after 1950 had unions. The only exceptions were traditionalist organizations that hated unionism and sophisticated paternalists who had management policies which substituted for the unions' presence (Blyton and Turnbull, 2004 p303). However, towards the 21st century, employee relations evolved after the old system of tripartite negotiations collapsed. In the 1980s, trade unionism and collective bargaining fell because of three main things: 1. There was a reduction the proportion of employees covered by collective bargaining arrangements. 2. There was a growing tendency for those arrangements to be local rather than national and 3. The narrowing of the scope of collective bargaining. In 1984, 70% of employees were members of collective bargaining groups. However, in the 1980s, the structures of the trade unions were exposed because they were not capable of dealing with the economic restructuring (Blyton and Turnbull, 2004). In 1990, only 52% of workers were members of collective bargaining groups. By 1998, this figure had fallen to 40%. Today, the main framework of employee relations include three main elements; science building, problem-solving, ethical systems(Kaufman, 2004 p42).
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(Employee Relations in Contemporary Organisations Essay)
“Employee Relations in Contemporary Organisations Essay”, n.d. https://studentshare.org/management/1391957-managing-employee-relations-in-contemporary.
The researcher of this paper will attempt to identify the efforts made before successfully instituting the HRM systems. It examines the earliest structures that were installed to make the strategically-oriented HR system work. The final part examines how the HR systems were maintained in the years after implementation.
The concept of employee relations includes significant amounts of debates among the researchers in relation to its definition as well as selections of characteristics which are to be included in the concept. However, there are different associated thoughts and concepts which are incorporated in defining this notion.
You may find it useful to initially set these out in the following way: Political context Employee relations have experienced several changes with the rise, decline of unions and the implementation of other forms of management techniques. The unions in their rise were illegal and had unorthodox methods of communicating with the employers, mostly via violence.
The first thing that is associated with the system is the adoption of a team approach to the employees (Williams and Adam-Smith, 2009, p. 202). The organization employs based on how an individual fits into a team (Salamom, 2000, p. 39). Thus, style of management is controlled by the policies that have been set by the Human Resource Management sector (Blyton and Turnbull, 2004, p.
In order to be successful in the modern business global business environment, organizations are supposed to have the knowledge, energy, ideas and particular creativity of every worker, beginning from the front line employees to the top rank managers in the executive team (Frese 2008, p.
The significant facet of employee relation comprises the formation along with the maintenance of employer- employee affiliation, which contributes towards satisfactory productivity, self-esteem and enthusiasm. The notion of employee relation looks after preventing issues and solving problems of individuals arising within the work place.
In some cases retribution works to control and motivate the employee but in some cases retribution by the manager will result in employee dissatisfaction. The problem of misusing resources in the office assumes much greater significance within the office than seen from the
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.
It is becoming apparent with the changing times that managers need to work on creating more synergy between commercial objectives and employee needs. In this regard, it is critical that scholarly and practitioner attention be directed to
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