Question:
You have just started a new online course on managing employee relations at your local college. Your line manager has asked you to come up with a short report and summary on the different theories and perspectives on employee relations. In your answer, you may want to consider some reference to prevalent HR journal articles or real-life examples from your workplace.
Solution:
Dear Sir/Madam,
Poor relationships with co-workers and management can cause many people to dread going to work each day. A recent study shows this dread is probably happening more than most people may realize.
In fact, according to a recently released survey conducted by TINYpulse on employee engagement and organizational culture, nearly half of all employees surveyed indicated they were dissatisfied with their direct supervisors. This friction between management and staff not only manifests itself in poor attitudes and morale, it can have a deleterious effect on a company’s productivity and revenue.
The employment relationship is simply the sum of prescribed functional activities and interactions that are expected to manifest themselves in the form of collaborative interactions between managers and employees, in the flexibility, skill and loyalty of employees, in the absence of workplace conflict and trade unions, in the high-performance outcomes of firms, and so on. The literature uses the term secondly as a positivist and pluralist concept when describing the existing institutional and regulative settings in which the functional activities and interactions of HRM take place. This second usage is a simple recognition that trade unions and state intervention in the form of substantive labour laws and industrial tribunals are an inescapable part of the British work scape – a part not so apparent in the United States (and so also the American literature). Applied in this way the employment relationship takes on a different meaning that acknowledges the plurality of group interests and the potential for workplace conflict, the manifestation of which is typically revealed in dispute settlement and negotiation procedures that determine the formal rules and regulations, informal customs and practices, which govern the relationship.
The legitimacy of workplace authority What features and influences serve to legitimise the authority of managers over those they manage in the workplace? Or as another way of putting it, you might ask yourself why any individual should accept the authority of another. In work for wages exchange you may readily answer that it is simply the power of one individual (e.g., the owner……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………Please contact our team to receive complete guidance and support on this assessment based on your experience, company of work and expectations
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