The paper "Workplace Changes Relating to Employment Relations" is a great example of management coursework. Employment relations entail all aspects of a worker’ s relationships with his/her employer. Human resources managers uphold this relationship via executing workers’ policies that introduce rules concerning conduct, conflict of interest, discipline and performance. Drawing information from the Constructive Relations at Top Trucking Company case study and review of academic literature and theories relating to human resource management, this report offers a detailed analysis of the situation at the Top Trucking Company. The report also provides feasible options to address the issues linked to employment relations management.
The report concludes that it is a misunderstanding to believe that employment relations are a relevant activity if the firm deals with trade unions. In unionised and non-union firms, collective relationships are paramount for organisational productivity. Changes in the organisational environment by influencing the bargaining power between employees and their employers assist in explaining changes over time. Table of Contents 1.0 Introduction Employee relations entail the manner in which a firm’ s management interacts with the employees. Every employee at the place of work shares a particular relationship with his/her colleagues.
Employees do not work machines that function by a mere push of a button. Instead, employees require people to discuss concepts, talk to and share ideas and feelings. A person needs people around him in order to be productive. It is imperative that workers share a healthy work relation with colleagues and managers. This entails implementing constructive employee relations. Constructive employee relations lower absenteeism, conflicts and promote productivity. In addition, constructive employee relations augment the morale of employees. From the case study, it is evident that initially, the autocratic yard manager marginalised the employees’ rights and voice.
The marginalisation prompted conflicts, accidents and stoppages. During the reign of the autocratic yard manager, employees at Top Trucking Company Wollongong yard were less productive because of the issues linked to employee relations. However, with the introduction of the new democratic yard manager, employees’ morale improved and the firm experienced fewer conflicts and accidents that in turn enhanced the image and productivity of the company. The focus of this report is on the exploration of the issues linked to employment relations and the provision of solutions to these issues.
The report contends that constructive employment relations promote a productive and structured workplace. 2.0 Case StudyTop Trucking Company faced challenges relating to employee relations. Although the yard maintained a powerful position in the local product market, it was not a conducive place for employees to work in. Initially, Top Trucking Company’ s employment relations were a process entangled in corporate-stakeholder conflict and controversy. The ingrained decimal in the situation was that human resource managers never listened to the voices of the employees.
The autocratic style of leadership employed by the yard manager instigated a lot of conflicts, stoppages and accidents that affected the performance and image of the company. However, following the sale of the Company to a national transport group, the autocratic yard manager retired. The introduction of a new yard manager changed the workplace environment and promoted constructive employment relations. The new yard manager employed a democratic style of leadership as he would consult the employees and thoroughly assess situations before making conclusions and decisions. The new yard manager shared the yard performance with the employees and their union.
Following constructive relations between employees and managers, as well as fair treatment of employees, the company’ s operations and image changed to the best and it became more productive. 2.1 How the New Workplace Practices Compliment one AnotherNew advancements in employee relations and human resource management have pushed employee and management bargaining power down to the firm level. There exists a developing call for managers to focus on attaining a greater evenness amid employment practices and organisational objectives. To ensure feasible employee relations, the new manager at Top Trucking Company used pragmatic or instinctive understanding to assess and prescribe novel practices and policies.
He assessed the situation of employees in the company, their treatment and their performance. The new yard manager established a conducive work environment by talking to employees and involving them in decision-making. Talking to employees helped the new yard manager to understand the needs of employees, their competencies and roles in the organisation. He began by improving the occupational safety and health of the employees. He understood the training needs of employees both in the customer service and at the technical level and ensured that all employees with training need got them. With respect to the scientific management or Taylorism, employees are economic and rational in their approach, but generally lazy and requiring to be motivated by the management (Loudon, McPhail & Wilkinson 2013, p. 199).
Just as it is in the focus of scientific management theory to maximise productivity through the greatest technical effectiveness of work methods, the new work practices focused on maximising Wollongong yard productivity. This is because the new manager’ s connection with workers was objective and rational.
According to Brewerster and Mayhofer (2012, p. 219), scientific management theory emphasizes the creation of managers as agents of capitalist owners who hold the conceptual role of organising work and leaving employees to execute the managerial defined tasks. Given that the employees had their union, the prescribed changes at first did not go well with George, their representative, but with time, he came to understand that the new work practices aimed at benefiting the employees as well as the organisation. The new workplaces promoted the fair and respectful treatment of employees who in turn felt satisfied in their job.
Although the drivers first objected the new work practices, with time they realised the benefits linked to the new work practices. The new manager consulted other stakeholders in the firm instead of patronising them. He acknowledged the efforts and ideas of other people in the firm and made the successes and pressures experienced in the firm open to the employees. The new work practices were the opposite of what the old yard managers had implemented in the sense the new practices were encouraging, motivating and impressive.
On the contrary, the old work practices were demoralising, ineffective, demotivating, and often leading to conflict and disputes.
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