Human Resource Management: Managing Conflict in the Workplace in Britain and Russia
CONTENTS
1. Introduction
2. HRM activities
2.1 Employee relations 2.2 Handling organisational conflict
3. Conflict resolution: a theoretical framework
3.1 Techniques HR managers use for conflict management 3.2 Types of collisions they manage 3.3 Role of trade unions in regulating employee disputes
4. Conflict resolution: a comparative case study of UK and Russia
4.1 British approach to the employee relations 4.2 Employee relations in Russia
5. Conclusion
6. List of references |
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1. Introduction
Managing human resources (HRM) appears to be a part and parcel of effective and efficient organisation. Inherently, the underlying gist of HRM is to maximise economic profitability from employees by organising them into a combined, productive and inventive power of force (Price 2007, p.31).
A number of activities can be identified in the HR function, for example “planning, recruitment and appraisal” (McKenna and Beech, 1995, p.4). However, this work will only highlight the employee relations, with particular attention to conflict resolution. The purpose of this project is therefore to introduce the reader to the critical issues in conflict management. Firstly, to achieve this, I will look at the employee relations from HR standpoint, thus uncovering several levels of conflict in the organisation. Secondly, I will describe the types of disputes and the methods HR managers adopt to solve employee altercations. On top of that, we will glimpse at the role of trade unions in resolving labour quagmires. Thirdly, a comparative case study based on hands-on evidence would be given to highlight techniques managers apply in two different countries. Lastly, the inference will recapitulate numerous of the incessant thorny problems of contemporary employee relations through the UK-Russian dimension. Hence, revealing the discrepancy between theory and practice.
2. HRM activities
2.1 Employee relations
Essentially,
1. Introduction
2. HRM activities
2.1 Employee relations 2.2 Handling organisational conflict
3. Conflict resolution: a theoretical framework
3.1 Techniques HR managers use for conflict management 3.2 Types of collisions they manage 3.3 Role of trade unions in regulating employee disputes
4. Conflict resolution: a comparative case study of UK and Russia
4.1 British approach to the employee relations 4.2 Employee relations in Russia
5. Conclusion
6. List of references |
1
2
2
2
3
3
4
5
7
8
| |
1. Introduction
Managing human resources (HRM) appears to be a part and parcel of effective and efficient organisation. Inherently, the underlying gist of HRM is to maximise economic profitability from employees by organising them into a combined, productive and inventive power of force (Price 2007, p.31).
A number of activities can be identified in the HR function, for example “planning, recruitment and appraisal” (McKenna and Beech, 1995, p.4). However, this work will only highlight the employee relations, with particular attention to conflict resolution. The purpose of this project is therefore to introduce the reader to the critical issues in conflict management. Firstly, to achieve this, I will look at the employee relations from HR standpoint, thus uncovering several levels of conflict in the organisation. Secondly, I will describe the types of disputes and the methods HR managers adopt to solve employee altercations. On top of that, we will glimpse at the role of trade unions in resolving labour quagmires. Thirdly, a comparative case study based on hands-on evidence would be given to highlight techniques managers apply in two different countries. Lastly, the inference will recapitulate numerous of the incessant thorny problems of contemporary employee relations through the UK-Russian dimension. Hence, revealing the discrepancy between theory and practice.
2. HRM activities
2.1 Employee relations
Essentially,