Relationships Between Employees And Employers

Relationships Between Employees And Employers The subject of this study is the relationships between employees, employers and their representatives in the United Kingdom and mainly the changes that have occurred in the last few years. What is meant exactly by employee relations? What has changed since the Industrial Revolution? Salaman (2000) defines employee relations as a reflection of the development of more diverse employment patterns, the growth of high tech and commercial sectors, reduced levels of unionisation and use of management strategies aimed at individualising the employment relationship, in other terms it is the new management of all the variables which influence the work namely the management style, the level of employees motivation, the work environment, job satisfaction, the objectives of the company etc. We can differentiate three phases in the evolution of employee relations since the end of the Second World War, the third one being the partnership approach. Until 1979 (date of the election of the Conservative Party), work relations were based on collective bargaining and collective agreement aiming to determine and regulate, in varying degrees, the terms on which individuals will be employed (Flanders, 1968), with a strong voluntarism encouraged massively and informally. The trade unions (basically, it is an association of wage earners, totally independent of employers pressure, who struggle to improve work conditions) had a lot of power and everything was negotiated through deals. In fact, a Trade Union, through collective bargaining can force employers to deal with labour as a collective identity, rather than isolated individuals, and so, secure better the terms and condition of employment (Webb Webb, 1920). However, when the conservative party was elected in 1979, everything changed. The new government introduced a lot measures to limit the role of trade unions. In addition, it introduced an enterprise culture in which individuals and organisations, rather than government, were to be held responsible for economic performance. Thus, as well as rejecting the maintenance of full employment as a major policy objective, they in effect abandoned the commitment of their predecessors to voluntary collective bargaining as the most effective method of determining pay and conditions. Then, there was a total break with the old work patterns but an explanation of this will be the economical context. In fact, after the war, there was a period of reconstruction that engendered a lot of work; manufacturing was the backbone of the economy, it was a period of full employment. After that, there was a wave of privatisation, many companies became multinationals, and there was an internationalisation of business. The aim of the study will be to analyse and evaluate the new approach to the management of employee relations. Firstly, the author will define and explore what the partnership approach is. Then, the study will continue by examining the advantages and the disadvantages of this approach to each stakeholder (employees, employers and Trade Unions). Finally, an evaluation of the prospects for success of the partnership approach and an expression of a critical comparison with the previous ones will be highlighted. The Employment Relation (ER) Employment relationship is an economical exchange of labour capacity in return for the production of goods and services. It is very important to understand the implications of all the aspects of employment relations. High levels of collaboration between the workforce and management are likely to be consistent with greater reliability of production and quality of output, which in turn would bolster the organizations market position. Thus, employment relation is one of the most significant areas that need to be invested (Rollinson, 1993). Salaman (2000) defines employment relations as a reflection of the development of more diverse employment patterns, the growth of high tech and commercial sectors, reduced levels of unionisation and use of management strategies aimed at individualising the employment relationship, in other terms it is the new management of all the variables which influence the work namely the management style, the level of employees motivation, the work environment, job satisfaction, the objectives of the company etc. The state (all levels of government) plays a crucial role in employment relations, both directly and indirectly. The roles undertaken by governments may be categorised into five components including maintaining protective standards; establishing rules for the interaction between the parties; ensuring that the results of such interaction were consistent with the apparent needs of economy; providing services for labour and management such as advice, conciliation, arbitration and training; and as a major employer. The management of the ER system in Britain Britain is a country of Western Europe comprising England, Scotland, Wales, and Northern Ireland. Until July 2003, the British population is 60,094,648. At the height of its power in the 19th century it ruled an empire that spanned the globe (Stewart, 2005: 23-25). It is the dominant industrial and maritime power of the 19th century, played a leading role in developing parliamentary democracy and in advancing literature and science. The first half of the 20th century saw the Britains strength seriously depleted in two World Wars. The second half witnessed the dismantling of the Empire and the Britain rebuilding itself into a modern and prosperous European nation. It is also a leading trading power and financial centre, is one of the quartets of trillion dollar economies of Western Europe. The British industrial relations system has a long history and has undergone much change in recent years. There are three phases in the evolution of employee relations since the end of the World War II, the third one being the partnership approach. Until 1979 (date of the election of the Conservative Party), work relations were based on collective bargaining and collective agreement aiming to determine and regulate, in varying degrees, the terms on which individuals will be employed (Flanders, 1968), with a strong voluntarism encouraged massively and informally. The partnership approach What is it? The use of this term is a relatively recent political phenomenon. Some people affirm that it is just a term used by the Government to attract popular support because nobody can be against Partnership (Knell, 1999). Some others, more optimistic, see in this term a new pluralist approach to industrial relations. This concept comes from the idea that enterprises should recognise the interests of each stakeholder, namely employees, employers and their representatives, in order to satisfy each party. The aim of this approach is to find a common interest of management and labour, through trust and mutual involvement, instilling a sense of belonging and involvement. The Involvement and Participation Association (IPA, 1992) identifies six key principles: A shared commitment to the success of enterprise, including support for flexibility and the replacement of adversarial relations. A recognition that interests of the partners may legitimately differ. Employment security, including measures to improve the employability of staff as well as limit the use of compulsory redundancy. A focus on the quality of working life. A commitment to transparency, including a real sharing of hard, unvarnished information, an openness to discussing plans for the future, genuine consultation and preparedness to listen to the business case for alternative strategies. Adding value the hallmark of an effective partnership is that it taps into sources of commitment and / or resources that were not accessed by previous arrangement. For the New Labour government, partnership at work becomes an important objective. B. Its dimensions 1. Who are the partners? The partnership is between individual employer and individual employee and their representatives but the latter partner is weak in the new work relation. The partnership approach is more focused on individual relationships than a collective one, like in the past. Indeed, New Labour insists on individual choice. For them, it is not an obligation to integrate a working union. It emphasises that individuals are the best judges of their own individual interests. That is to say that the individual has the choice of whether or not to join a trade union and whether or not to take part in the coverage by collective agreement. It might mean the new government is not really in favour of the trade unions. In fact, some people think that a trade union would be an enemy of the partnership approach in the sense that trade unions defend the workers interests and they always have a confrontational relationship with the employers. Then, how can a partnership be formed if one of the partners does not make an effort to find a common agreement? In this way, the trade unions role has to be redefined. They have to play a co-operative role with employers in order to find some common interests which satisfy both the employees and the employers. The psychological contract The psychological contract is the basis of a partnership approach. It is the link between employers and employees. It establishes the expectations, aspirations and understandings which they have of each other (Herriot, 1998). The author has noticed that the psychological contract has changed since the last few years because of the changes of the work environment (change in workforce structure, re-engineering, downsizing.). The old psychological contract was based on security and predictability, now it is more situational and short term and assumes that each party is much less dependent on the other for survival and growth. According to Hiltrop (1995), the new contract can be defined as follows: There is no job security, the employee will be employed as long as he/she adds value to the organisation, and is personally responsible for finding new ways to add value. In return, the employee has the right to demand interesting and important work, has the freedom and resources to perform it well, receives, pay that reflects his or her contributions and get experience and training needed to be employable here or elsewhere. The psychological contract has to be strong and truthful to allow a partnership relation The voluntary aspect of the partnership New Labour insists on the voluntary aspect of the new work relation. The partnership should be introduced through cultural changes which will lead to more positive relationships between employers and employees than the letter of the law can ever achieve. That is to say that the law itself can not resolve the problem of employee relations, some cultural changes have to emerge first. Employers and employees have to make some effort to improve the work relationship. The advantages and the disadvantages of the partnership approach: A. For the employees 1. Advantages With the partnership approach, employees benefit from a Family atmosphere with friendly policies. For example, they benefit from new working arrangements which allow a greater flexibility. There is a harmonisation of working conditions, policies and procedures for all employees under training. The partnership approach introduces a new pay structure: pay is monthly through credit transfer, and the traditional annual pay is replaced by an objective formula. Moreover, a reduction of the working week for manual and craft employees can be observed. 2. Disadvantages However, the partnership approach introduces the notion of the individual worker. In this way, trade unions are less useful in the employer/employee relationship and lose their power. Then, the employee is in a weaker position than his/her employer (a caution has to be noticed because, trade unions have a right to accompany their members during the disciplinary or grievance interview). B. For the employers 1. Advantages Firstly, the partnership gives a good reputation to the enterprise which applies it. Moreover, it allows a greater stability of employment because employer talks to employee and establishes some rights and some obligations that each party has to respect (limit the turnover, strikes and so on). The relationship between both is more respectful and equal. Furthermore, the partnership allows a greater openness over the enterprise. Through it, the employers know what is wrong with the employees and try to find how they can fix it. The work atmosphere is more friendly and truthful. The partnership approach is, as well, a need for a change in approach to the trade unions. To date, the relation between employers and trade unions is based on confrontation. This new approach gives a secondary role to the trade unions and privileges the individual employer/employee relations, which is easier to manage. Moreover, employers try to improve work conditions, in return they profit from a greater activity because workers feel good in the company. In addition they can have greater performance appraisal and a new understanding of performance management through control and feed back. 2. Disadvantages This approach demands a lot of administration and is quite constraining for a company. To fire an employee who has a poor performance for example, the employer has to give a first warning and propose a disciplinary interview in order to detect what is wrong with this employee. If nothing has changed, the employee can receive another warning, the last one, before the dismissal (or other sanctions). Sometimes, procedures take too much time and engender an economical loss. Moreover, the enterprise can lose some power in relation to its employees. Previously, employers had the economic power over employees, now this power is more shared between both because their relationship is more interdependent. C. For the trade unions 1. Advantages There is a new stake in their role as representatives. They have to prove the value of the employers to the employees and the value of the employees to the employers. Moreover, the trade unions can profit from a partnership fund in order that employers and employee representatives work together to support innovative projects to develop the partnership approach in the workplace (Lord McIntosh Lord Hansard, May 1999). 2. Disadvantages The partnership approach has more disadvantages than advantages for the trade unions. Through it, trade unions lose some power. Firstly, their recognition is limited. According to the government, the trade union has a secondary role in the employer/employee relationship. Then, their role has to be redefined in a more consultative sense; it has to focus on the information, the communication, the representation and the partnership. Their contribution to the partnership is potentially useful but far from being essential. Thus, trade unions are worried about their traditional role which is to defend the workers interests. They think that in this new approach, employee representatives will become part of the management. Moreover, according to the IPA, the partnership needs a different channel than the union one, because this model is not adequate anymore. In fact, the union presence is weak or non-existent in the majority of companies in Britain, therefore, the partnership needs a new representative structure. Evaluation and criticism of the prospects for success of the partnership approach The employment relation through the partnership approach becomes fairer. For example, union co-operation in more flexible work patterns, teamworking, the introduction of annualised hours and the harmonisation of terms and conditions of employment are all greater assets of the partnership approach. Concerning job security, the partnership approach remains limited: The job security guarantees have been identified as the hallmark of partnership approach by many of its advocates, although, they have no featured in all such agreements. In most cases, they amount to relatively limited management commitments to avoid the use of compulsory redundancy as a means of labour shedding- a fairly familiar practice in organisations that can attract sufficient candidates for early retirement and voluntary redundancy with enhanced severance payments. Moreover in some partnership agreement, trade unions and employees are required to co-operate with measures with make the avoidance of compulsory redundancy easier, including the acceptance of the companys use of subcontracted, temporary or short-term contract staff ( Taibly Winchester, 2000 and Bach Sisson,2000). Moreover, the fundamental need for a successful approach requires some cultural changes; we have to break with the old practice (industrial/adversarial ones) because we cannot access a new form of management without this. Furthermore, the partnership approach appeared in a particular political context. In fact, it was the end of the Conservative government (characterised by a policy of deregulation) and the beginning of the Labour party which developed the important idea of commitment to the partnership in the workplace. But, its aim has to be analysed very carefully because we can notice that the government refused to take part in some social policy proposals developed by the European commission. This reaction is contrary to the apparent willingness of the government to introduce fairness in work and at work. However, some surveys show that employees feel better with the partnership agreement. We can notice that job satisfaction level is greater than before (Bach Sisson, 2000) but this result has to be taken with caution if we refer to the recent strike of the Post Offices which occurred last month. Then, the question is whether the partnership approach is successful? In the historical, political and economical context, the author thinks that partnership and the willingness of each stakeholder are present. The difficulty is just trying to apply it in the best way. Britain has made a lot of effort to improve work conditions. Compared to the past, this approach is the compromise between the two previous ones. Indeed, the first one (~1945-1979) was too dominated by the trade unions. The following one was too adversarial; the employees lost all their rights. Thus, this new approach tries to satisfy both parties. Conclusion The work is not finished. If the partnership approach succeeds in satisfying the stakeholders, it needs to be improved again. Britain needs to work on other more social law proposals and take part in the European ones. However, the employment relations are governed by the variation of the market as well; hence, it is very difficult to satisfy everybody. But, the important thing is to try to do the best. Moreover, there will always be some disagreements and unfairness in work and at work; we have to be patient because it takes time to change the mind of each person.

A Synopsis of the Movie, Ip Man 2: Legend of the Grandmaster

Period 4 – Films Literature 8/19/20 The movie that I find the best would be Ip Man 2 Legend of the Grandmaster directed by Wilson Yip. Ip Man 2 Legend of the Grandmaster is an action packed martial arts film, this movie being a semi-biographical cinema is based on a real person in history which makes the move even more interesting and exciting. Ip Man 2 Legend of the Grandmaster not only has an action packed side but also has a heartfelt side by putting in Yip Man's tough life after world war two.This movie also has spectacular fghting scenes choreographed by Sammo Hung a renowned in the martial arts department. Y Ip Man 2 Legend of the Grandmaster demonstrates what every martial arts movie needs, action! Yip Man is a martial arts teacher which basically says that his skills surpass all. A fight scene that stood out for me was a fight that was set in a fish market. Yip went to the fish market to save a pupil of his and the rescue turned into an all-out brawl, a huge one!The br awl was on a scaled of about two to sixty and Yip showing his skills defended himself throughout the entire fght unscathed! The fight scenes show the passion and dedication that Yip had for Wing Chun. Although this being a martial arts movie you wouldn't expect much of a storyline rather than Just a brawl fest to brawl fest, but that is what separates this movie form the rest. In the first movie Yip Man was a rich man but that change after the Japanese invaded China in world war two.Now in the sequel Yip Man tries to start a martial arts class but things do not turn out right, people didn't pay when he asked and he was unaware of a rule put down by the city. So Yip Man is yet to face another tribulation and he conquers it. Also his wife is a bigger part in this movie making her role bigger by showing the relationship her and Yip have and what a big impact she has on him. This movie also shows the tribulations that the Chinese race had to deal with. TheBritish were put as the antagon ist; they abused the Chinese and used them as dogs. This harass they receive requires the Chinese to band together and get their honor back in a brawl. This fght is very honorable and inspiring because it shows that you can overcome anything together. Ip Man 2 Legend of the Grandmaster is a movie that I will always love and a movie that I will watch over and over again and I will not tire of it. It has beautiful fghting scenes and story line is very touching. This movie is my favorite movie.

The Ultimate Strategy to Uc Supplemental Essay Samples Leadership

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Americas Justification for the Use of the Atomic Bomb Essay

America’s Justification For the Use of the Atomic Bomb On August 6th, 1945, the United States of America dropped the world’s first atomic bomb on the city of Hiroshima in Japan. Two days later, a second bomb was dropped on the city of Nagasaki. These two bombs were the most devastating weapons ever seen, and their effects on human beings and property were plainly horrifying. Approximately 110,000 people were killed; most of them were innocent civilians who just happened to have lived in the wrong place at the wrong time. Although using this weapon was an atrocity to both the Japanese, and humanity in general, the world was at war. No matter what ulterior motives may have existed, the fact remains that the bomb was a justifiably necessary†¦show more content†¦Ã¢â‚¬Å"The chief assumption about the enemy, was that the Japanese would continue the war to the utmost extent of their capabilities and defend the main islands of Japan with every means available to them.† (Skates, 1993, p.3) â€Å"The consensus is that the Ja panese would have fought as fanatically as they had on Saipan, Peleiu, Luzon, Iwo Jima and Okinawa and they would have preferred death to surrender.† (Skates, 1994, p. 6) â€Å"The earlier fanatical and suicidal, yet hopeless Japanese defenses created a psychology that the normal conventions of war did not apply against a nation of potential kamikazes.† (Skates, 1993, p. 82) Secretary of war, Henry Stimson, believed that an invasion of Japan would solidify the hold that the militarists held on the country. (Skates, 1993, p. 238) He also felt that an invasion may not even induce surrender. (Baker (Ed.), 1968, p. 16) It would seem that although Japan was defeated militarily, they were far from being defeated psychology. (Batchlder, 1961, p. 72) Amore tangible obstacle to invasion, were the actual physical defenses that Japan possessed. Japan had about 5 million troops all over Asia. (Baker (Ed.), 1968, p. 5) Of these, 2 million were stationed in the home islands. (Baker (Ed.), 1968, p. 72) These were fresh and well trained troops who would most likely, fight to the last man. (Baker (Ed.), 1968, p. 74) The â€Å"Ketsu-Go† (plan for defense of the homeland) relied heavilyShow MoreRelatedWhy Truman Chose to Drop the Atomic Bomb895 Words   |  4 PagesAmericas decision to use the atomic bomb on Japan was only done to assert our position over the Soviet Union, and Japans surrender was only an extra accomplishment of the attack. During the years 1939 to 1947, numerous conferences were held to discuss diplomatic matters, and the strive towards getting Japan to accept an unconditional surrender. The Japanese had already been weakened, and the military predicted that they would eventually be forced to surrender in a short a mount of time. Even theRead MoreThe Justifications Of The Atomic Bombing Of Hiroshima And Nagasaki1616 Words   |  7 PagesThe justifications of the atomic bombing of Hiroshima and Nagasaki have been continuously debated since the time of occurrence. The variety of approaches towards the topic often times lead to ambiguous conclusions that leave debaters dumbfounded. Primarily, there are two moral reasonings that analysts of the event utilize: the utilitarian approach and ethical tradition. The utilitarian approach determines the goodness or evil of an action by its consequences (Holt). 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Americans slowly stopped being ignorant of what had happened in Japan and began to question the actions ofRead MoreIb History Internal Assessment : The Bombings Of Hiroshima And Nagasaki2418 Words   |  10 Pagesthe Allies in 1945, is valuable source when analyzing the necessity of the bombings of Hiroshima and Nagasaki because it gives a more in-depth look at the Japanese perspective. Hearing Showa’s side of the war shows how the Japanese felt about the bombs and how necessary they were in the war as far as bringing about Japanese surrender. The text of this document was spoken by Emperor Showa of Japan, and it was addressed to all of the people of Japan. This was the first time that most people had everRead MoreUse of the Atomic Bomb at Hiroshima and Nagasaki Essay1271 Words   |  6 Pagesat the true brutality that these two atomic bombs brought to the world. This fact made people argued and debated for decades on end. 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