Managing Employee Relations
Managing Employee Relations
* Relationship between an employer and employees lies at the heart of what makes an organisation effective. * Employees have power to allow organisation to meet and exceed its objective or to fail. * Highly motivated employees= more productive, engaged and greater contribution towards its overall direction and success. * Demotivated employees= high absenteeism, poor time keeping, low productivity, strikes (collective strike) , working to rule= undermine ability to ensure financial health and long-term competitiveness. * Organisations that are able to establish and maintain good relations with employees= avoid weakened effects of under-producing and uncooperative workforce= advantages of motivated and committed workforce. * Workforce understand LT interests are better served working with management, than challenging them for ST pursuits.
The origin and scope of industrial (or employment) relations * Originally known as 'industrial relations'. * Contractual relationship. Contract provides a set of rights, responsibilities and obligations that structure the behaviour of both parties and represents the basis of what constitutes the normative system of regulation and control within the workplace. * Aftermath of reconstruction and readjustment to post-war conditions, trade unions and employers re-establish relationships and proceeded to build new frameworks for collective regulation of industrial relations.
The influence of academics * John Dunlop (1958), Richard Hyman (1975), Alan Flanders (1970) and Alan Fox (1966) - interest to identify the underlying dynamics and structural forces that were 'determining' worker behaviour. * Developed theoretical contributions that offered insights into:
- political and institutional role of trade unions (TU) and the impact that TU had on employment and wages.
- relationship between TU leaders and members.
- causes of strikes.
- role and influence
* Relationship between an employer and employees lies at the heart of what makes an organisation effective. * Employees have power to allow organisation to meet and exceed its objective or to fail. * Highly motivated employees= more productive, engaged and greater contribution towards its overall direction and success. * Demotivated employees= high absenteeism, poor time keeping, low productivity, strikes (collective strike) , working to rule= undermine ability to ensure financial health and long-term competitiveness. * Organisations that are able to establish and maintain good relations with employees= avoid weakened effects of under-producing and uncooperative workforce= advantages of motivated and committed workforce. * Workforce understand LT interests are better served working with management, than challenging them for ST pursuits.
The origin and scope of industrial (or employment) relations * Originally known as 'industrial relations'. * Contractual relationship. Contract provides a set of rights, responsibilities and obligations that structure the behaviour of both parties and represents the basis of what constitutes the normative system of regulation and control within the workplace. * Aftermath of reconstruction and readjustment to post-war conditions, trade unions and employers re-establish relationships and proceeded to build new frameworks for collective regulation of industrial relations.
The influence of academics * John Dunlop (1958), Richard Hyman (1975), Alan Flanders (1970) and Alan Fox (1966) - interest to identify the underlying dynamics and structural forces that were 'determining' worker behaviour. * Developed theoretical contributions that offered insights into:
- political and institutional role of trade unions (TU) and the impact that TU had on employment and wages.
- relationship between TU leaders and members.
- causes of strikes.
- role and influence