Employee Relations

Based on Part 6 of Human Resource Management (4th Edition) by Alan Price - published by Cengage

HRM is generally associated with a move from collectivist employee relations - stressing union/ employer bargaining arrangements - towards individual-based negotiation, reinforced by personal contracts and performance-based pay systems. The change has not been total in those countries where HRM has been influential and is certainly not universal. In reality, collective negotiation and representation remain common.

We address a number of specific issues:

The nature of collective relations

Provide an overview of formal employee relations, including the role of trade unions.

Evaluate comparative employee relations in a range of developed countries.

Draw lessons from comparative employee relations.

Discuss the role of conflict in the workplace.

Provide an overview of mediation and tribunal systems.

• Unions and Collective Bargaining

• Conflict, bargaining, involvement and well-being
• Employee relations as an activity
• Conflict
• Tribunals and arbitration systems
• The negotiating process
• Models of bargaining
• Employee involvement
• Employee involvement in practice
• Work-life balance
• Health and safety
• Stress