Employee relations is the term used to define the relationship between Understand what employee relations means as a concept and what it. Report of the Tripartite Workshop on the Employment Relationship in India, on Labour Law Reform: New Forms of the Employment Relationship, Harare. This exciting new text is different from many of the employee relations textbooks currently available because it takes as its central theme the employment.
From a peak of 12 million-plus, union membership has fallen to around 7 million today. Between andthe coverage of collective agreements contracted from over three-quarters to under a third of the employed workforce.Employment Relations
The shift in the coverage and content of collective bargaining has been reflected in a dramatic reduction in industrial action since The number of working days lost due to labour disputes in wascompared within These figures represent a huge reduction since the s and other periods in labour history, and are below the levels in many other industrialised countries.
The meaning of employee relations to employers Our research has led to some broad conclusions: Employee relations can be seen as a skill-set and lens through which to manage workplace relationships and practice, rather than as a management function or well-defined area of activity.
Despite well-publicised instances of industrial action, the employee relations embraces the relationship with individual employees as well as collective relations at work.
Managing Employment Relationship | CIPD
Employee relations skills and competencies are still seen by employers as critical to achieving enhanced levels of employee involvement, commitment and engagement. The state of the employment relationship The Workplace Employment Relations Study WERS found that, somewhat surprisingly, despite one-third of employees having had their wages frozen and their workload increase because of the recession, three-quarters of employees remained satisfied with their work.
A key issue for employers is whether they are equipping their managers with the skills to manage relationships effectively on a collective and individual basis. However, our research report Real-life leaders: There is clearly a need for more organisations to provide better training for line managers in this area to improve the state of employment relations in organisations. Our report Power dynamics in work and employment relationships examines the complexities of power in the employment relationship and provides a firm basis from which to understand, assess and improve how employees can best shape their working lives.
Exploring seven key dimensions, it proposes a dynamic framework to describe the shifting sands of employee relations.
However, this shift has not entirely displaced the collective dimension. Employers should recognise the links between the way in which collective consultation and workplace conflict are managed, and levels of employee commitment.
Managing the employment relationship
These can broadly be subdivided into those concerning the relationship between employers and individual employees, and those which concern collective relationships.
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Individuals Contract law and the terms of the contract of employment are at the heart of individual employee relations. Handbooks vary but will govern many aspects including for example holiday, sickness, parental and other forms of leave, whistleblowing, communications and equal opportunities.
In addition, certain mandatory statutory employment rights apply to supplement the law of contract.
Employee relations: an introduction
These rights affect matters such as conciliation, mediation, and other forms of dispute and discipline handling. Key examples of employment legislation affecting employee relations are the Employment Rights Act dealing with the circumstances in which employees can be fairly dismissed and the Equality Act dealing with discrimination and equal pay.
Collective relationships The collective dimension includes collective bargaining, information and consultation, arbitration and industrial action. Employers may work with recognised unions to negotiate pay and conditions, or to inform and consult over changes such as redundancies or health and safety.
An example of collective employment legislation is the Trade Union and Labour Relations Consolidation Act concerning collective bargaining and redundancy consultation. Employee relations competencies Effective communication in the workplace is central to good employee relations and includes focusing on positive behaviours and outcomes, taking a proactive, problem-solving approach, and recommending solutions.
A much wider set of competencies is now required, such as consultation, surveying and interpreting employee attitudes, spotting potential signs of conflict and early resolution of differences between employees and management. Most of those students approached the subject with trepidation.
- Employee Relations: Understanding the Employment Relationship
Since that time little has changed. Our students still have expectations about employee relations that cause them concern about its likely content. They think that it will be full of facts, of history, of law and, above all, trade unions of which most of them have little of no knowledge. But we are delighted to say that evaluations at the end of modules have shown us consistently that these fears have been not been realised. It would be nice to think that this was due to our magnetic personalities as teachers but this, sadly, is not the case.
Employee relations is not simply facts, history, law and certainly not just about trade unions. These are just some of the ingredients in the rich mix that goes to make up the subject. Far from being dry and factual employee relations is about the everyday events that make up all of our working lives. It is fascinating and exciting, as many of our students' post-module evaluations tell us.
Employee relations is a subject that lends itself to discussion, debate, argument and, sometimes, unshakable prejudice.
It is often quite difficult to convey the fascination and excitement of employee relations in a textbook. But this is the challenge we have set ourselves in Employee relations: In short, we have tried hard to make the book accessible and enjoyable. This concept is defined and discussed in chapter 1. It is sufficient to say here that the changes in employee relations over recent years mean that increasingly it is the individual relationship which each of us has with our employer or, in some cases, employers that is central in defining our working lives.
The book is divided into three parts that reflect key aspects of the employment relationship. The first part is concerned with understanding the employment relationship. This comprises two chapters. Chapter 1 sets the scene for the rest of the book by defining and explaining the multi-faceted nature of the employment relationship.
Chapter 2 investigates how the employment relationship is changing as a result of changes in the wider environment.
Employee Relations | Factsheets | CIPD
The second part of the book is the most extensive of the three. In this part, we deal with regulation of the employment relationship. This starts with a chapter on some of the most important aspects of the employment relationship that relate to power and justice. Within Chapter 3, we also investigate the impact on the employment relationship of a concept that has grown in significance in recent years: