The paper "Employee Relations Significance to the Employers" is a great example of management coursework. Before we divulge into our actual research question, I presume it would be best to touch bases with the basic concept of employee relations its origin and policies. This would prepare a more productive ground for us to work upon for our objective. The basics of employee relations: Employee relations significance to the employers: There have been several types of research that have been conducted during the past few years, also there have been a few expansive conclusions which have been extrapolated from these researches that are: The fact that the concept of Employee relations can be looked upon mainly as an ability set or else a viewpoint, clearly in the form of a management function which is considered to be otherwise a well-explained area of action. In spite of the well-acknowledged steps and procedures of industrial action, the highlighting of the employee relations continues to transfer the elements of bargaining to companies with trade unions as well as collective bargaining, to the correlation with their individual employees. The thoughts of the element of employee voice as well as the psychological contract have been established by the employers as well as imitated within their employee relational guidelines and objectives.
The Employee relations abilities and competencies are even in today’ s globalized workplace being viewed by the employers as and a very significant element to the achievement of performance profits through paying attention upon the element of employee participation, obligation and commitment. (CIPD, 2008) Within the United Kingdom The element and concept of Employee relations are viewed as being tactical with reference to the administration of the business threat: mutually the disadvantage of non-conformity with an extended organization of employment law, and the upside threat of weakening to deliver the greatest business performance. The employment relationship: Keeping in view the conclusions drawn off the WERS 2004(Kersley, 2005) present a miscellaneous depiction of the condition of employee relations within the United Kingdom.
The Managers within an approximate of 30 per cent of all the workplaces have alleged that the relationships have enhanced a lot ever since the year 1998. Nevertheless, employees’ observations have altered slightly over time. even with the prologue during the April of 2005 of the Information and Consultation of Employees Regulations the investigation has documented a turn down into the occurrence of joint consultative committees. The above paragraphs present to us a basic picture in regards to the employee and employer relationship and its issues within the United Kingdom. The project on hand is of a multinational company who is to inaugurate a new call centre in the north-west of England.
Upon startup, it will entail a labour force size of roughly 450 and it is likely to rise to 800 over a 3-year phase.
The corporation has measured its alternative s in terms of employee relations policy also has determined the most suitable policy is not to identify the trade unions, and to initiate an elected company council. In order to be able to present an evidence-based foundation to the project seniors, it is essential for the organization to keep in mind the legalities involved with each of the alternatives. What the company should look into is the fact as to which one of these alternatives will be the most advantageous to their organization.
As the market they are entering is a very competitive one. A review of the following paragraphs should make it easier for us to decide. What needs to be kept in mind is the fact that the managers nowadays are with full zeal paying attention to all the elements that would help the companies in being more productively efficient. They also are looking towards eliminating the elements that might cause distress and eventual decline in the performance of the company.
1. CULLY, M., WOODLAND, S. and O`REILLY, A. (1999) Britain at work: as depicted by the 1998 Workplace Employee Relations Survey. London: Routledge.
2. Employee Relations, Available at
http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm.Acessed on the 3rd of September 2008 .
3. EMMOTT, M. (2003) HR survey: where we are, where we're heading. Survey report. London: Chartered Institute of Personnel and Development
4. KERSLEY, B., ALPIN, C. and FORTH, J. (2005) Inside the workplace: first findings from the 2004 Workplace Employment Relations Survey (WERS 2004). London: Economic and Social Research Council.
5. Trade Unions and Partnership: Some Recent Experience from the UK By Denis Gregory Ruskin College Oxford UKWON Working Paper No 13, available at, http://www.ukwon.net/files/gregory%2013.pdf. Accessed on the 4th of September 2008
6. Originally presented at Industrial Relations Association World Congress, 8-12 September 2003, Berlin. This version available at: http://eprints.lse.ac.uk/20456/ Accessed on the 4th of September 2008. Available in LSE Research Online: August 2008.
7. GUEST, D.E. and CONWAY, N. (2004) Employee well-being and the psychological contract: a report for the CIPD. Research report. London: Chartered Institute of Personnel and Development.
DELBRIDGE, R. and WHITFIELD, K. (2007) More than mere fragments? The use of the Workplace Employment Relations Survey data in HRM research. International Journal of Human Resource Management. Vol 18, No 12, December. pp2166-2181.
EGAN, J. (2005) Evolution, not revolution: the changing face of the workplace. IRS Employment Review. No 832, 30 September. pp8-15.
This factsheet was written and updated by CIPD staff.