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According to P
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Singh & Neeraj Kumar, (2011), employee Relations is about ensuring the
employer-employee relationships that contribute to satisfactory productivity, motivation and
morale
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As for Walker (1979 cited John Arnold et al, 2005, p
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This definition however, does
not assume that the parties involved are necessarily management and other employees, nor that
the latter are represented by trade unions
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For the mutual benefit of the employers and the employee, engaging in
conversations and consultations rather than passing orders down the line will be the way
companies will operate
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”
Employee relations have been dominated by research on institution (such as government, trade
unions and employers) rather than individuals as argued by Brotherton, (2003 cited John Arnold
et al, 2005)
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Employee relations in the 21st century set the human factor as the highest priority in any
organisation
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People
are encouraged to participate and contribute in a cooperative, collaborative team environment
where status and power symbols are minimized
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Office
barriers are being eliminated
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One remains loyal to an
organisation as long as it contributes to ones development and satisfaction
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The employees possess the
power to influence an organisation to meet and exceed its objectives, or to fail
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Demotivated employees, on the other hand, can also have an impact on the
organisation, but in different and more negative ways
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Laurie Dicker, (2003), stated that employment relationships and communication within a
workplace need to be high on the priority list of all supervisors and managers
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He also mentioned that in any organisation, human
resources have to be on the highest priority since they are the most important asset and It
is the responsibility of everyone in an organisation to create and maintain a safe and
healthy working environment
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Salamon (2000, cited paul Banfield & Rebecca Kay, 2008, p
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These perspectives are important because they express the different assumptions that
academics and others make about the nature of organisations, the fundamental nature of
the relationship between workers and employers, and the characteristics of the society
within which work organisation exist and function
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133) uses the metaphor
of a football team to illustrate the unitarist perspective to suggest that “Unitarists
are keen to view organisations as football teams, in which all participants are
aiming for the same goal, have similar objectives and are not in conflict with one
another”
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According to Rose (2001), the unitary perspective represents a view of the work
organisation and society as a whole in which it is assumed, that:
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Those who work together, in whatever role and function, are essentially
integrated and are working towards shared objectives;



There is a single and accepted structure of hierarchical authority, and that
within this structure, the role of managers in exercising control is legitimized
by those in a subordinate relationship to them;

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The different groups within the organisation share the same interests and have
a common set of values
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The pluralist perspective

This is the approach taken especially in public services, the local government and
many industrial and commercial activities, where diverse interests have to be
reconciled to in order to ensure productive work as mentioned by P
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Singh &
Neeraj Kumar, (2011)
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This means knowing and understanding what these are and why they exist
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It
also includes divided loyalties
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100), the
pluralist perspective on employee relations can be regarded as: more congruent
with developments in contemporary society
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Pluralism literally means ‘more than
one’ and reflects a view of society in which many different groups coexist in a
state of partial, mutual interdependence
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The radical perspective
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In this, it is in accord with the pluralist perspective, but unlike the
pluralist frame of reference, the radical perspective sees the conflict of interests
between employer and employee as irreconcilable (without the replacement of
capitalism)
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(Hyman, 1975 cited Paul Blyton & Jean Jenkins,
2007, p
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N
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This could be facilitated by
the following ways:


The use of employee-share-ownership schemes and profit-related pay schemes
benefit both the organisation and the employees
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
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The promotions of the partnership concept
Setting standards to which people are required to abide
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Conflict, potential or actual, may be of an individual or collective
nature
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In essence it seeks to create and maintain a
‘partnership’ approach to the relationship between employer and employee
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Torres [no date], agrees that, “The bottom line about handling conflicts between
employees is the quality of time spent to get all the facts out
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Because they may only give it a little bit of time, the
problem doesn’t get resolved adequately
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”

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He further advocated that, “A relationship may be hypothesized to
evolve between the employees and the foremen which might be called the
‘psychological work contract’
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if the foreman guarantees and respects the norms of the employee
informal culture (i
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let the employees alone, make certain they make adequate
wages and have secure jobs)
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It is worth
that trade union membership does not have a significant influence on this item,
despite earlier evidence that trade union members tend to be more critical and less
positive in their assessments of a number of aspects of policy and practice
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The management of conflict
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The way they handle the actors that cause the conflict can be
categorized in 2 dimensions: Concern for the Self and Concern for the other
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When these 2 dimensions are combined, 5 styles of handling the
conflict can be observed: Integrating, Obliging, Dominating, Avoiding, and in the
middle of these 4 we have Compromising
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This means that not every style can be used for

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any situation
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(Johannes Bauernberger, 2005, p
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Grievance Procedures

According to Holley et al, (2008), a grievance represents the most important part
of the contract administration
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A grievance is therefore distinguished from an employee’s concern that is
unrelated to labor agreement provisions and is not submitted to the grievance
procedure”
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The
therapeutic approach is extremely vast and hinges on the employee’s perceptions
that he or she has a grievance
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This protest could be an oral complaint without reference to
the grievance procedure
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Management then tries to find out the cause of the grievance and
resolve it
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Managers
prefer the legalistic approach because it restrict possible arbitrator decisions to
only those subjects covered in the parties’ labor agreement, preserving
management’s right to control decisions affecting subjects not covered in the
labor agreement
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Definition of trade union

G
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H
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R
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Sinha et al, 2009) argued that “A Trade Union means an
association of workers in one or more professions carried on mainly for the purpose of
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protecting and advancing the members’ economic interest in connection with their daily work”
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However, the best known definition of a trade union is that of Webbs, “A continuous association
of wage-earners for the purpose of maintaining or improving the conditions of their working
lives”
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Trade unions and employee relations

According to Stephen Deery and Richard Mitchell (1999), much of the industrialized
world has experienced a drastic growth of individualized employment arrangements over
the past two decades
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This has caused a fall in the role of trade unions and in the practice of
collective bargaining
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

Secondly, due to the presence of a more facilitative political climate in the 1980s and
1990s
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

A third factor that has contributed in the individualization of employment relations
has been, “the rhetoric and language of human resource management (HRM) which
have sought to build a corporate culture of individual responsibility and ‘enlightened’
self-interest
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(Kessler and Purcell
1995, cited Stephen Deery and Richard Mitchell, 1999)

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Negotiation is about two parties, such as individuals, companies, employers, trade
union representatives, employee representatives, coming together to reach a
consensus whereby both parties jointly accept the agreement made
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“The term can therefore apply to a number of different situations
ranging from, at one extreme, resolving a difference between two managers as to
how a problem might be best solved, to, at the other extreme, a meeting with a
trade union to determine the year’s annual pay increase
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238)

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Jackson et al (2011), “the employer and the union select
their own representatives for the negotiating committee
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For
example, management negotiators cannot refuse to bargain with representatives of
the union because they dislike them or don’t think they are appropriate

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