In other cases, the employee hold over management is strong and the latter often will have to bend to the former’s demands. In the third scenario, there is excellent rapport between both the groups. This paper is an advisory to the management of XYZ Company Ltd (referred to as XYZ throughout the paper) regarding the current set of problems faced by it. It will look at the range of issues involved and will provide practical solutions in overcoming them. The management is advised to be patient and understanding of the situation and also the demands of the employees. The first section of the advisory deals with an overview of employment relations (and related factors) in order to stress its importance to the management of XYX. The next section will deal with solutions by applying the theoretical knowledge into the workplace.
The current situation in XYZ: The company is engaged in the business of manufacturing automobile spare parts and is an original equipment manufacturer (OEM) for some of the automobile manufactures in UK. The quality and commitment of the management and employees ensured consistent growth in business each year. It is also indicative of the outstanding employee relationship that existed within the company in the past. XYZ, has recently expanded in order to keep up with orders and now employs over 100 employees. The growth of the company has meant a lot of change in recent years, communication with staff has suffered, and now a number of the staff has informed management that they wish to be represented by a trade union and for management to recognise that trade union. A few examples of communication issues are provided here. Before expansion, the structure of the company was flat and even the factory workers had (informal) access to top management. Due to its flat structure, communication from top to bottom was quick and clear. If workers had any problems or suggestions, they could either communicate it directly