The subject of employee relations has been an issue that has attracted the interest of the academics, scholars and management practitioners since the first traces of employment contracts through the emergence of unions have placed emphasis on the exchange bargain between…
Unemployment rates in the European countries have risen rapidly and the overall production output in virtually every sector (service, manufacturing, public) has dropped during the two year period 2008-2009 as compared to previous years (Gennard, 2009). In several cases, organizations are challenged not primarily by the need to generate profits, but predominantly by the need to survive. In that respect, firms have proceeded into a number of initiatives and measures in their attempt to reduce costs (increase efficiency) and simultaneously sustain part of their competitiveness, especially in the current turbulent market economies and environments (Gennard and Judge, 2005; Rose, 2004). According to Gennard (2009) employee relations have been at the spot of light during these years of recession, particularly in labor – intensive industries and sectors, where the pursuit of efficiency clearly pertains to the cutting back of costs allocated to the human resources. As demand decreases, production is pushed down and in turn the need for human resources becomes highly controllable (Hartley – Kite et al., 2010). As Farnham (2000) notes, economic recession and employee relations are largely interrelated in that the first clearly impacts the second within the overall organizational environment.
Lewis et al. (2003) define employment relationships as fundamental exchanges between employers and employees under the agreement of providing mental and physical ‘labor’ on the part of the employees, whereas the employers abide to offer rewards for the ‘services’ provided. Rose (2004) further states that the overall discipline of employee relations does not simply pertain to the ‘physical’ employment contract but on the ‘psychological contract’ between the two parties (employees and employers). Employee relations are focused on the establishment of grounds in which ...
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The dealings or rather the communication that takes place among the employees with the management is learnt to have an effect on numerous aspects with regard to the business context. Classification of such associations has been recognised with employee participation and employee involvement and is regarded as the most important ones.
There are two parties in the employment relationship: one is labour and the other is management. They need to work mutually and cooperate with each other. It includes the process of implementing, managing, developing and evaluating the relationship between employer and employee.
At times, conflicts do occur owing to either or both parties’ failure to honour the rights of the other party. However, such conflicts negatively affect working relations, and this requires the organisation to develop sound procedures to solve such conflict so as to promote a positive working relationship.
In order to be successful in the modern business global business environment, organizations are supposed to have the knowledge, energy, ideas and particular creativity of every worker, beginning from the front line employees to the top rank managers in the executive team (Frese 2008, p.
Government introduces targets, so as to increase the number of patients and raise quality service, efficiency & effectivity. In order to increase the targets, the trusts had used “outsourcing” on its service functions.
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This has resulted into the decline in the spending and almost every segment of the society got affected. In the wake of the above steps, there have been issues regarding the employee relations also.
The frequent layoffs
The allocation and utilization of human resources, the organizational structures as well as that of management, the system of rewards or payments etc ascertain the relevance and role of gainful employment and indicate the level and extent of tolerance the society displays
It is becoming apparent with the changing times that managers need to work on creating more synergy between commercial objectives and employee needs. In this regard, it is critical that scholarly and practitioner attention be directed to