THE ESSENCE OF EMPLOYEE RELATIONS
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 1 Concepts and Context
The Essence of Employee relations examines the management of conflict between capital and labour and between management and trade unions. The first volume deals with the nature of employee relations and puts forward a working framework to facilitate understanding of the subject matter. The six volumes provide an analytical framework for understanding the dynamics of a labour relations system. The role of the key parties are examined in depth alongside conflict resolution. Current issues in employee relations are covered in the 6 volumes.
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 2 Trade Unions
The topic of managing non-unionised labour is covered in the Essence of People Management in Volumes 1 to 6. Here the focus is on managing unionised labour
The themes of Volume 2 include the following.
- What is a trade union?
- What are their aims/objectives?
- Do the aims/objectives alter over time?
- How did trade unions develop?
- How are they structured?
- Are they in decline?
- Is the decline absolute or can it be addressed?
- How do we gauge the effectiveness of a trade Union?
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 3 The State, Management and The Media
While Volume 2 dealt with trade unions, this book deals with the other main parties, or actors, in the employee relations ‘system’.
The main actors involved in the ‘system’ are The State, Management and the Media.
Arguably, the general public could be another party particularly as the media may influence public opinion on employee relations specifically in time of industrial action and strikes.
The diverse roles of the State are covered here and it is noted that there may be conflicting roles in these scenarios. Philosophies of the State are linked to these roles to give different ideological perspectives.
The management of labour relations can be difficult and approaches alongside diverse styles are covered.
Next we look to the Media that can forge and also reflect public opinion alongside the ‘party line’ of the owners and editors. Bias is seen in many media cases – particularly towards trade unions.
In the absence of trade unions, the Citizens Advice Bureau [CAB] in the UK may be another ‘party’ to the ‘system’.
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 4 Conflict
The interaction of the main actors (see Volumes 2 and 3) within the context of an employee relations ‘system’ (see Volume 1) means that there will be a constant vying for position as well as differing demands on how the cake is divided up. Hence, some degree of conflict looks to be inevitable in employee relations.
Here in Volume 4 we look at causation. In Volume 5 we examine conflict resolution.
If we can understand the causes of conflict perhaps avoidance may be possible in some cases and resolution may also follow if the real causes are known.
The environmental causes of conflict are considered alongside research in the area.
Whilst noting a model that predicts levels of conflict, the approach taken here is an objective analysis of given scenarios as it is seen as a better option.
Finally, management’s desire for conflict avoidance with its associated strategies concludes this volume.
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 5 Rules and Conflict Resolution
We dealt at length with conflict and its causation in Volume 4. Now the focus is on conflict resolution.
Collective Bargaining is seen as the main process of institutionalising conflict.
We cover different types of bargaining and go into the physical processes of negotiation under collective bargaining.
Other rule-making institutions and processes are covered from informal ‘systems’ to tripartite rule and decision-making.
Discipline, dismissal, grievance, and disputes procedures are covered alongside industrial action from strikes to sabotage.
THE ESSENCE of EMPLOYEE RELATIONS – Essays, Cases and Activities – Volume 6 Issues in Employee Relations
The final volume of The Essence of Employee Relations covers 6 typical issues that the key actors (see Volume 2 and 3) on the ‘system’ (see Volume 1) may come across in their daily business. The 6 issues do not include conflict and its resolution as these topics have been covered in Volumes 4 and 5 respectively.
Both Labour and Management may approach these 6 topics from different perspectives – or at least from slightly different angles.
1. Productivity/Efficiency and Flexibility
Labour may be interested in productivity as it could mean more intense working, or working longer or harder, hence additional payment would be required – if agreed. To management, productivity deals may be a thing of the past – best forgotten – while greater efficiency can come from enhance flexibility of labour.
2. Participation/Involvement
Collective Bargaining may be the preferred option for Labour when it comes to participation, while managers may seek greater involvement of the workforce through policies of ‘engagement’ etc.
3. Performance Related Pay
Payment for the job role rather than for performance may be the view of Labour; while performance could be inherent in the reward structure of management.
4. Equity
Hopefully both parties can meet together for equity and fairness.
5. Change
While Change may be endemic it may be a cause for concern for Labour while being a necessity for managers to manage turbulence.
6. Quality
Different perspectives of Quality in employee relations can be seen from the perspective of the State, Management and Employees/Trade Unions.