Essays on Employee Relation System in Britain Case Study

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The paper "Employee Relation System in Britain " is a great example of a management case study.   Companies provide strategies to ensure the progress and development of the business. There are many ways to do such an intention. One is to start at the workforce, to the persons that are involved in the operation of the business. According to Adler, N. J. & Ghadar, F. (1990 p 45), the employees of the company are the foundation of the business. They have a vital part in the operation of the business if the employee fails the business fails.

So it is recommended to shift functions to provide an opportunity for all staff to improve their job performance, raise productivity, quality and customer service in pursuit of continuous improvement. This will promote equality of access to training and development for all staff. While other, retain function to improve where the persons involved is good at. His expertise match to the certain function of the company and will generate good operation as a result of his/her contribution. Developing new function is important in order to increase employee potential to convene their personal aspirations for vocation development and job satisfaction where these can logically be accommodated in provisions of cost and time. The employment relationship is an economical exchange of labour capacity in return for the production of goods and services.

It is very important to understand the implications of all the aspects of employment relations. High levels of collaboration between the workforce and management are likely to be consistent with greater reliability of production and quality of output, which in turn would bolster the organization's market position.

Thus, the employment relationship is one of the most significant areas that need to be invested (Rollinson 1993 p 78). The state (all levels of government) plays a crucial role in employment relations, both directly and indirectly. The roles undertaken by governments may be categorized into five components including maintaining protective standards; establishing rules for the interaction between the parties; ensuring that the results of such interaction were consistent with the apparent needs of the economy; providing services for labour and management such as advice, conciliation, arbitration and training; and as a major employer.

After World War II, it indicates that many governments adopt a more active role in regard to employment relations (Bamber et al. 2004 p 23).   Employee Relation System in Britain According to the Answers. com (2005), Britain is a country of Western Europe comprising England, Scotland, Wales, and Northern Ireland. Until July 2003, the British population is 60,094,648. At the height of its power in the 19th century, it ruled an empire that spanned the globe (www. answers. com/topic/united-kingdom). It is the leading industrial as well as the maritime power of the 19th century, played an important part in developing legislative democracy.

In the 20 century, Britain lost a lot of its powers. The second half of the 20th century was spent in rebuilding Britain. Furthermore, it is a foremost trading power and financial centre. The British industrial relations system has a long history and has undergone much change in recent years. There are three phases in the evolution of employee relations since the end of World War II, the third one being the partnership approach. Until 1979 (date of the election of the Conservative Party), work relations were based on collective bargaining and collective agreement aiming to determine and regulate, in varying degrees, the terms on which individuals will be employed (Flanders 1968), with strong voluntarism encouraged massively and informally.

The trade unions (basically, it is an association of wage earners, totally independent of employer's pressure, who struggle to improve work conditions) had a lot of power and everything was negotiated through deals. In fact, a Trade Union, through collective bargaining can force employers to deal with labour as a collective identity, rather than isolated individuals and so, secure better the terms and condition of employment.

However, when the conservative party was elected in 1979, everything changed. The new government introduced a lot of measures to limit the role of trade unions. In addition, it introduced an enterprise culture in which individuals and organisations, rather than the government, were to be held responsible for economic performance. Thus, as well as rejecting the maintenance of full employment as a major policy objective, they in effect abandoned the commitment of their predecessors to voluntary collective bargaining as the most effective method of determining pay and conditions.

Then, there was a total break with the old work patterns but an explanation of this will be the economical context. In fact, after the war, there was a period of reconstruction that engendered a lot of work; manufacturing was the backbone of the economy, it was a period of full employment. After that, there was a wave of privatisation, many companies became multinationals, and there was the internationalisation of business.

References retrieved on May 8 2007

Adler, N. J. & Ghadar, F. (1990), Strategic Human Resource Management: A Global Perspective, in Pieper, R. (ed.), Human Resource Management: An International Comparison, Berlin: de Gruyterp 45

Rollinson, D 1993, Understanding employee relations: a behavioural approach, Addison-Wesley, Boston p 23

Bamber, GJ, Lansbury, RD & Wailes, N (eds) 2004, International and comparative employment relations: globalization and the developed market economics, 4th edn, Allen & Unwin, Crown Nest. p 78

Stewart, G 2005, Study Guide: Managing the Employment Relationship, CQU, Brisbane p 34

Marchington, M; Wilkinson, A., Dundon, T., and Ackers, P. (2004) Changing Patterns of Employee Voice, Journal of Industrial Relations, Vol. 46, No. 3, pp. 298-322.

Leisink, P 2004; (ed) Globalization and labour relations Edward Elgar,

London Reference Collections shelfmark p 23

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