THE BASIS OF EMPLOYEE RELATIONS

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The basis of employee relations

Many businesses desire staff who will perform what they are taught without costing them too much. They demand involvement and dedication. Employees, on the other hand, desire a voice in how much they are paid, their working conditions, and how their job is structured. They want decent working conditions, job security, a healthy and safe working environment, and the ability to file and address concerns.

Employee relations are concerned with interactions between the parties to the working relationship. These are divided into three categories: employers and employees, parties acting on their behalf (trade unions and employer organizations), and the third-party role performed by state agencies and EU institutions. Farnham (2000)

Purpose of employee relations

Employee relations exist to offer effective and consistent methods for making rules, consistency in dealing with relations concerns, fairness, and processes that can be automated, influence and enhance employee behavior or procedures for resolving disagreements.

Improved morale is one of the real worth outcomes that can occur from effective employee interactions and dedication, fewer complaints, more production, and better labor cost control.





Elements of employee relations

The formal and informal employment policies

The creation, negotiation, and implementation of formal structures, norms, and processes for collective bargaining, dispute resolution, and employment regulation.

Structures of negotiation, recognition, and collective agreements and practices.

Policies and practices for employee voice.

The informal and formal processes occur because of ongoing interactions among managers and team leaders.

The ideologies and policies of the primary participants in the labor relations arena, including the current government, management, and trade unions.

The state, management, employer’s organizations, trade unions, individual managers and supervisors, HR managers, and employee representatives.

Legal framework

Other related institutions

Concept of social partnership

Social partnership is the concept that, as stakeholders, the parties involved in employee relations should aim to work together for the greater good of all. According to Ackers and Payne (1998) as ‘a stable, collaborative relationship between capital and labor, as represented by an independent trade union, providing for low social conflict and significant worker influence on business decision making through strong collective bargaining.

As per Hampden-Turner (1996), ‘Stakeholders include at least five parties, employees, shareholders, customers, community, and government.

References

Farnham, D (2000) Employee Relations in Context, 2nd edn, CIPD, London

Ackers, P and Payne, J (1998) British trade unions and social partnership: rhetoric, reality and strategy, International Journal of Human Resource Management, 9 (3), pp 529–49

Hampden-Turner, C (1996) The enterprising stakeholder, The Independent, 5 February, p 8 Hawkins, K A (1979) A Handbook of Industrial Relations Practice, Kogan Page, Londo

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