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Employee Relations

In this part of Human Resource Management we examine the mechanisms by which organizations and workers communicate and resolve conflict within the employment relationship. Why 'employee' rather than 'industrial' relations? The latter has acquired a negative connotation, associated with conflict between trade unions and employers and conveys a picture of acrimonious strikes and lock-outs (Blyton and Turnbull, 1994: 7). 'Employee relations' avoids such preconceptions and also serves to widen the topic to encompass flexible and cooperative relationships between individuals and organizations. As with much of the terminology associated with HRM, the newer term is broader in perspective and indicates a more proactive approach.

The chapters in Part 9 address a number of specific issues:

* What is the historical and current status of trade unionism?

* How do different cultural and legislative contexts affect the practice of employee relations?

* What formal and informal mechanisms are used for individual and collective workplace bargaining?

* How does negotiation take place?

* What is the role of arbitration?

* How is 'employee involvement' defined and implemented?

* Why are health and safety matters often neglected in comparison to other organizational priorities?

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