Managing Employee Relations in Contemporary Organisations:report on the changes in employee relations at ACME LTD - Essay Example

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This report examines the institution of employee relation systems in ACME UK Ltd. It identifies the fundamental factors that led to the successful implementation of a modern HRM unit in a company that was set up at a time that Personnel Management was the norm. …
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Managing Employee Relations in Contemporary Organisations:report on the changes in employee relations at ACME LTD
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Download file to see previous pages The following report is based on a case study which is in the form of an interview with Mr. Martin Lawrence, a Director of ACME UK. Mr. Lawrence has been in charge of the people management function of ACME UK since its inception in 1986. He, therefore, discloses a wealth of information about the history and evolution of the human resource management system of ACME. The accounts of the case study defines the management style used by ACME. The report, therefore, analyses the management style employed and the role these new systems played in shaping up the company. The effects of the changing contexts of employee relationships in the wider British society on ACME's HR evolution is also analysed. This report examines the people management function at ACME. It evaluates how the management of human resources at ACME began in the 1980s and how it evolved into what it has become now. In this process, there will be an analysis of the management style at ACME and the rationale behind those styles. In this analysis, the following objectives will be addressed:
1. An analysis of the changes in the management style in relation to the management of people in ACME.
2. A review of the rationale behind this change and the influence on the organisation.
3. An evaluation of the changes in employee relations in Britain over the past thirty years in relation to the changes in the people management function of ACME.

Employee relations on the other hand relates to organisational leadership and control exerted by employers over employees (Blyton and Turnbull, 2004). Employee relations is about the power dynamics that exists in the organisation which determines how employees are managed and how they want to be managed.
Traditionally, the method of doing this was through four main actors: employers, employees governments and unions (Blyton and Turnbull, 2004). However, modern trends and activities have changed the actors into a stakeholder based system which means that shareholder claims and other demands are give fairly equal recognitions in organisations.
In the case of ACME, it appears that employee relations was strongly affected by the centralisation of the human resource management function of the company. The consolidation of the units of an organisation which was the focus of organisations in 1986 when ACME began operations provided room for the traditional employee relation system, where the employers, employees and union could bargain and arrive at conclusions relating to management, control and incentives. However, Lawrence's new policies and systems led to a centralised human resource management system which modified employee relations in ACME.

There are four main elements that make Human Resource Management unique from Personnel Management. First of all, human resource management focuses on integrating personnel with organisational goals rather than an independent department (Armstrong, 2000). Secondly, it seeks to identify the right people for the right jobs rather than the need to employ people because unemployment in the nation must cut (Kok, 2003). Thirdly, human resource ...Download file to see next pagesRead More
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