2 pp 16574 Noon M and Blyton P 2007 The Realities of Work Palgrave Macmillan

2 pp 16574 noon m and blyton p 2007 the realities of

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(2), pp 165–74 Noon, M and Blyton, P (2007) The Realities of Work , Palgrave Macmillan, Basingstoke Rifkin, J (1995) The End of Work: The decline of the global labour force and the dawn of the new economy , Putnam, New York Thomas, K (ed) (1999) The Oxford Book of Work , Oxford University Press, Oxford Womack, J and Jones, D (1970) The Machine that Changed the World , Rawson, New York 15. THE EMPLOYMENT RELATIONSHIP
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Teaching notes Learning outcomes of session The session will cover: Basis of the employment relationship Employment relationship contracts What is happening to the employment relationship Managing the employment relationship Developing a high-trust organization Theories explaining the employment relationship In addition, definitions will be provided of the following concepts and terms: Agency theory Employment relationship Exchange theory High-trust organization Labour process theory Mutuality Pay–work bargain Pluralist framework of reference Procedural justice Psychological contract Relationship contract Transactional contract Trust Unitary framework of reference Key concepts and terms Contents These notes contain: An outline of the session Definitions of key concepts and terms Questions and discussion points A bibliography
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Session outline Basis of the employment relationship An undertaking by an employee to provide skill and effort to the employer in return for which the employer provides the employee with a salary or a wage. The employer's obligations also include the duty to provide a safe workplace, to act in good faith towards the employee and not to act in such a way as to undermine the trust and confidence of the employment relationship. The employee has corresponding obligations, including obedience, competence, honesty and loyalty. Employment relationship contracts The three types are: 1. Relational contract: A contract expressing the relationships between employers and employees in abstract terms that refer to open-ended membership of the organization. Performance requirements attached to this continuing membership are incomplete or ambiguous. It is less well-defined than a transactional contract ( qv). 2. Transactional contract: A contract that has well-described terms of exchange between employer and employee, which are usually expressed financially. 3. Psychological contract: The combination of beliefs held by an individual and his or her employer about what they expect of one another. It can be described as the set of reciprocal but unwritten expectations that exist between individual employees and their employers. What is happening to the employment relationship Three of the more important developments in the employment relationship (Gallie et al, 1998) are: 1. New forms of management, often based explicitly or implicitly on HRM principles and emphasizing individual contracts rather than collective bargaining.
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2. There was some increase in task discretion but there was no evidence of a
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