Module 04 - EMPLOYEE RELATIONS

Every employee shares a specific relationship with his colleagues at the workplace, and it is either good or bad. It can be between organisation and co-workers or between an assistant and superior. However, the relationship is essential that it has a healthy relationship with each other to deliver their best performances.

Most of the problem faced by the employee cannot take alone since the one person looks in to in one-way. Hence the person needs guidance and advises of others to implement the best solution because we miss out on essential points. Further, the responsibilities should be divided among the team members to become easy for the employee and in turn, increase his productivity. Then the organisation becomes the happiest place to work when all members work together as a family. An employee relations environment can be useful, bad or indifferent according to perceptions about the extent to which:

• Management and employees trust one another;
• Management treats employees fairly and with consideration;
• Management is open about its actions and intentions – employee relations policies and procedures are transparent;
• Harmonious relationships are generally maintained on a day-to-day basis, which results in willing cooperation rather than grudging submission
• Conflict, when it does arise, is resolved without resort to industrial action and resolution is achieved by integrative processes which result in a ‘win–win’ solution;
• Employees are generally committed to the interests of the organisation and, equally, management treats them as stakeholders whose interests should be protected as far as possible (Armstrong, 2006).

Hence, the management should encourage individuals to share their work with effective communications among the team members, and the responsibilities should be assigned as per their interest and conveniences. Then all employees will equally contribute to achieving the organisation objectives/targets within the desired time frame.

“The approaches and methods adopted by employers to deal with employees either collectively through their trade unions or individually” (Armstrong, 2017).

The procedures and methods will be carried out individually or through their trade unions, followed by employers to deal with employees. An employer fully recognises a union for the collective bargaining, the labours’ wages and conditions are agreed between the management and the trade unions. Partial recognition takes place when employers restrict trade unions from representing their members on issues arising from employment. However employers are in a stable and robust position then they recognise a union or not, which union they want to understand and the terms on which they would grant recognise.

References,

Armstrong, M. (2006). Handbook of Human Resource Management Practice (10th Edition). 10th ed. London, GBR: Kogan Page, Limited.

Armstrong (2017). Armstrong''''s Handbook of Human Resource Management Practice potx. [online] 123doc.org. Available at: https://123doc.org/document/1110427-armstrongs-handbook-of-human-resource-management-practice-potx.htm [Accessed 26 Dec. 2018].

Emmott, M. (2014). Employment relations over the last 50 years: confrontation, consensus or neglect?. Employee Relations, [online] 37(6), pp.658-669. Available at: https://r.search.yahoo.com/_ylt=AwrWqv4TvCRcqjgAUXIPxQt.;_ylu=X3oDMTByb2lvbXVuBGNvbG8DZ3ExBHBvcwMxBHZ0aWQDBHNlYwNzcg--/RV=2/RE=1545940115/RO=10/RU=https%3a%2f%2fwww.ebsglobal.net%2fEBS%2fmedia%2fEBS%2fPDFs%2fEmployee-Relations-Course-Taster.pdf/RK=2/RS=Q1jW_VkeAQjSeBnTzzUExPWOVUM- [Accessed 27 Dec. 2018].