In this short journal article, it focuses on an evaluation of the various perspectives of employment relations. This is based on their scope of influencing the roles of people professionals. As a specialist knowledge in the CIPD HR professional map, this ensure the relationship of an organisation and its people are managed transparently and within appropriate laws (CIPD, 2022). The areas of consideration include;

1.1 Employment relations in Different Organisations

Adopting the definition of Spurk and Straub (2020) Employment Relations (ER) is defined as inclusive of broad array of topics related to world of work. It identifies the behaviour and interaction of people in workplace and majorly linked with the relationship of employers and employees. Further, Budd (2023) defined employment relationship as inclusive of an economic, legal, social, psychological and political relations where the employees take a substantial time and expertise for their interest of employer in return for a range of financial and non-financial rewards. Employment relations between Almarai and Saudi Aramco can be compared.

Almarai- The employment relations in Almarai is informed by having an integrated and a harmonious system with members sharing similar objectives and interests. Further, operating in Saudi Arabia (KSA) business environment, trade unions are noted as unnecessary and conflicts noted to be disruptive (Achcar, 2019). Further, in the organisation, they have initiated platforms harnessing effective communication, teamwork, employee participation and positive work conditions.

Watson Dairy Consulting– In this organisation, operating in United Kingdom (UK) energy sector, their employment relations is characterised by existence of a divergent group having distinct goals and interests. As evidenced in Budd and Bhave (2019) through this approach, conflicts of interests and disagreement of managers and employees are prioritised over profits and inevitable. In their operations, trade unions are engaged as important means for fostering positive change which is different from Almarai. Similar to Almarai, the conflicts and tensions are holistically managed to ensure they are managed appropriately. In Almarai, there are no clear approaches of conflict management only the communication systems which are sustainable which is different from Watson Dairy Consulting.

Adopting the definition of Kaushik and Guleria (2019) good employment relations entail ensuring a high level of employees involvement, commitment and engagement is harnessed improving business outcomes and contribution to employees wellbeing. Hence, by Almarai ensuring that they have platforms for harnessing employees commitment, teamwork and raising their issues, this is established. Also, by setting relevant platforms for conflicts management in Watson Dairy, good employment relations is initiated with trade unions supporting their operations.

1.2 Cooperation and Conflict within Employment Relationship in Different Organisational Contexts

For pursuing a critical evaluation of cooperation and conflict within employment relationship, labour control theory is applicable. As evidenced in Donnelly and Johns (2021) this is informed by the view that employees comply with corporate objectives due to sociological aspects. These are cultural hegemony, employers manipulation of societal values and norms and manipulation of groups and social norms.

Considering the Almarai organisation context, cooperation and conflict within employment relationship are exercised owing to the assumption that conflicts are always arising. The practice is in line with Leckel et al. (2020) evidencing cooperation and conflicts as contributing to gaining creative outcomes. The organisation has a trusted team which communicate and tackle all disagreements with eager to gain a mutual resolution. There are no third parties enhaged in the process since there is no trade unions in Saudi Arabia.

In Watson Dairy operations, cooperation and conflict of employment relations is informed by integration of roles of third parties to handle distributive issues and integrative bargaining, solve all issues and co-determination of address of issues of common interest. According to Wan et al. (2020) by sustaining and maintaining the strategy, the organisation is able to harness their efficiency, promote skills development, improving their processes and innovativeness. The outcome of this is ensuring that third parties are engaged to manage the conflicts from moving to a level it cannot be controlled.

1.3 Employer Strategies towards Trade Unions/ Fit for Purpose

Trade unions play a core function to negotiate on wages, work conditions, compliance, appropriate resourcing, termination, pay and benefits and safety in work environment. According to Keune and Pedaci (2020)

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