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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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
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“Managing Employee Relations in Contemporary Organisations:Report on Essay”, n.d. https://studentshare.org/management/1394679-managing-employee-relations-in-contemporary-organisationsreport-on-the-changes-in-employee-relations-at-acme-ltd.
The author examined important evolutionary events and their influences on labor in the UK today. The main impetus for employee relations is the need for participation in management and the encouragement of participation as a result of democracy. The idea of participation led to the creation of trade unions.
The major objective of the study is to highlight the management style of the company, ACME Engineering. ACME Engineering is a company which operates from Japan and UK and the company deals with operations of sales and manufacturing unlike other Japanese companies, which only deal with manufacturing. ACME Engineering was established in the year 1980 with a small scale of sales and small centre for technology.
The paper focuses on the changing aspect of the employee relations and the factors affecting it. Various factors like economical, political, social and technological aspect were considered in identifying the change. The effect of change on the actors in the organization was also considered which involved the employees, the employers, the management, the trade unions and the overall state.
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.
The various procedures and legal considerations are discussed. Then the paper assesses the interests, advantages and disadvantages of recognizing a trade union from the perspective of an employer. Then the main elements of partnership in employee relations are elaborated.
Beyond that, employee relations have further been identified as an issue of socio-political concern because they both reflect and impact a society's commitment to social justice and its level of adherence to its precepts.
Given the socio-political and economic importance of employee relations, its ascendance into a discipline and field of study in its own right, is hardly surprising.
This is a fact that conflict mars the basis of smooth sailing in terms of growth and productivity patterns witnessed in an organization’s processes and undertakings, but the significant thing is to realize how conflict could be avoided in
The company now has 65000 employees all around the world out of which 80% of the staff works directly on the sales floor. M&S is amongst the top 6 retail suppliers in the UK and have extended their operations in 29 different countries. Most of the stores are mainly