Definition and a quick overview of Employee Relations

Employee Relations isn't simply a term, nor does it mean connections between managers and employees. Employee relations, also known as Industrial Relation or HR Relation commonly refer to the interrelationship shared among the employees in an organization (Nikoloski, Dimitrova, Koleva and Miteva-Kacarski, 2014). Blyton and Turnbull (2004) describe employee relation as the commitment shared by the employees and managers, both individually and collectively remains a central feature of organizational culture. It signifies an association's effort to create and sustain a positive relationship with its employees (Blyton and Turnbull, 2004) An organization's Human Resources oversees employees' endeavors while some companies have a committed group to investigate employees’ behavior (Sisson and Storey, 2000) They would be liable in maintaining an open-door policy for the betterment of the employees, act as a team of delegates representing the employees and the management to encourage benefits to the employment; for example, fair remuneration, allowances, balance work and life, developing psychological contact, sensible working hours, and more (Armstrong, 2010). The employees must feel comfortable with the culture of the organization for a healthy environment at work. Such working culture is recognized as a combination of values, beliefs, correspondences, and source of conduct that gives direction to individuals' wellbeing (Awadh and Alyahya, 2013). 

Various arguments and controversies differentiate the two terms, Employee and Industrial Relations (Leat,2007) This deals with terms and conditions of employment, minimizing controversies, encouraging effective communication, where employees are dealt with either directly or through a collective agreement (Leat,2007). Owing to this employee relations can be identified as an idea in modern relations that discusses the contractual, emotional, physical, and functional connection between a worker and his manager (Armstrong, 2010). Employee relations incorporate the cycles of creating, executing, controlling, and examining business relationships. This relationship involves keeping up with organizational culture, increasing employee engagement, helping in conflict resolution, and enhancing discipline (GreggU, 2018). Hence, the main objective of Employee relations is to minimize the bridge and develop the connection among superiors, workers, and the organization. Armstrong (2010) further explains that for any organization, its employees are the most significant asset. Contributing to this, a substantial amount of interest in the creation of a favorable work area can be expected. In any case, there is yet a slack in worker relations, which minimizes the productivity in the workspace (Armstrong, 2010). In view of this Armstrong (2010) defines that creating “Trust" issues is extremely inconvenient in the work area, either among the employees or between a worker and management which could eventually lead to dismissal.  Effective communication can resolve relationship issues in the working environment. Most work areas do not possess a high degree of correspondence hence employee relations impact every decision made in an association.

The relationship between management and workers can either be favorable or unfavorable, and most organizations put in their best to diminish unpleasantness in their working environment.  As a result of which, it can influence the work put in by the employee, subsequently compromising the level of productivity (J Gennard, G Judge – 2005). This responsibility is on the Human Resource Management of the organization (Baptiste, 2008) In an organization with great employee relations, there is the affirmation of treating workers with equity. 

The relationship between organization and workers is found in dynamic philosophies which are known as Unitary and Pluralist views, where the organization encourages a collective or individual approach (Blyton and Turnbull, 2004) 

The Unitary view : The unitary view is where the organization is controlled by management, who sees its performance of guiding the employee would reach economic growth. (Armstrong, 2010). The board will view the venture as a unitary model with one systematic domination. It elevates the confidence of a team, where everybody focuses together on a common objective, everybody does their fair share, and acknowledges their spot and capacity, following the authority of the superiors. (Armstrong, 2010) However collective relationship does exist in a non-union environment as well. For example, employee councils, work councils, joint consultation committees look into resolving employee grievances, matters processed, procedures and devised, practices are implemented and monitored by employee representative bodies (Gennard,2005)

The Pluralist view : The pluralistic proposes that there is more than one power concerning the employee and manager model. Trade unions being the most prominent component, development of both organizational and employment growth becomes the most vital factor in the pluralistic method. (Armstrong, M., 2010). The pluralist tries to maintain harmony between employee needs while meeting the goals of the organization. However, it is a misinterpretation to believe that employee relationship is merely a management activity if the organization deals with trade unions (Gennard,2005)

Employee Relation Policies 

Employee Relation Policies express the nature of the relationship maintained by the employees with the organization and how to maintain a productive, positive, corporative, and trusting environment (Blyton and Turnbull, 2004). Employee relationship policies would ideally discuss the areas related to the employment relationship, trade union recognition, collective bargaining, managing workplace conflict, participation and involvement, partnership, harmonization of terms and conditions of employment, and Working arrangements (Armstrong, 2010) Employee relations policies determine the process of managing the employment with or without the presence of a trade union which can refine employee relationships.

References

• Armstrong, M., (2010). Armstrong's essential human resource management practice: A guide to people management. Kogan Page Publishers, p.294-301)

• Awadh, A.M. and Alyahya, M.S., (2013). Impact of organizational culture on employee performance. International review of management and business research, 2(1), p.168.

• Baptiste, N.R., (2008). The symbiotic relationship between HRM practices and employee well-being: A corporate social responsibility perspective. Aldershot: Ashgate, p.157-158

• Blyton, P. and Turnbull, P., (2004). The dynamics of employee relations. Macmillan International Higher Education.

• Gennard, J. and Judge, G., (2005). Employee relations. CIPD Publishing, p3-4

• Leat, M. (2007). Exploring employee relations. 2nd ed. London: Routledge, p.2-4

• Lewis, P., Thornhill, A. and Saunders, M., (2003). Employee relations: understanding the employment relationship. Pearson education.

• Nikoloski, K., Dimitrova, J., Koleva, B. and Miteva-Kacarski, E., (2014). From industrial relations to employment relations with a focus on employee relations. International Journal of Sciences: Basic and Applied Research, 18(2), pp.112-124.

• Sisson, K. and Storey, J., (2000). Realities of human resource management: Managing the employment relationship. McGraw-Hill Education (UK).