HRM Lecture (10)

HRM Lecture (10) - Chapter 11 Employee Relations CHAPTER...

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Chapter 11 Employee Relations CHAPTER OVERVIEW The focus of Chapter 11 is on the relationship between individual employee and the employer or management, and the quality of that relationship in terms of communications and employee involvement in day-to-day decision-making. The chapter puts forward a theoretical model for analyzing employee involvement (EI). Greater EI has been identified with the ‘soft’ developmental HRM model, business re-engineering and changes in job design. Managerial disciplinary action is also examined as a way to moderate and control employee behaviour in the workplace Chapter objectives: After studying this chapter, you should be able to: 1. Explain why managers might want to increase employee involvement (EI) 2. Describe the different dimensions of employee involvement 3. Appreciate the importance of organizational communications in the HRM paradigm. 4. Explain different approaches to organizational communications. 5. Understand the structure and role of consultation committees, including works councils 6. Explain the concepts, values and legal framework that underline the disciplinary process in employment. CHAPTER OUTLINE Introduction Employee relations affect the day-to-day relationship between managers and non- managers in the workplace and the term ‘employee relations’ denotes an assortment of employer led initiatives for improving workplace communication, for engaging employees either directly or indirectly in decision-making and for securing employee compliance with management rules through disciplinary action. In some HRM models (e.g. Beer et al, see Figure 1.5), employee relations contribute to enhancing employee commitment. [Type text]
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HRM in practice 11.1 This example, ‘Partnership equals profit’, reports that organizations introducing EI improve their financial performance. The nature of employee involvement Employee participation involves employees exerting a countervailing and upward pressure on management. It is also associated with an ‘adversarial model’ of workplace relations. There are two types of participation: direct and indirect . Employee involvement
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HRM Lecture (10) - Chapter 11 Employee Relations CHAPTER...

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