7HR01 Assignment Example
7HR01 Strategic Employement Relations
Assessment brief
Your knowledge and understanding of the material covered in this specialist unit will be assessed
through your answers to the four questions set out below.
You will write four answers of approximately 1000 words to the questions posed and submit them
together in a single document. This constitutes your assessment for this unit. The total word count
for the assessment will therefore be 4000 words, plus or minus 10%. The bibliography, list of
references and essential appendixes (if applicable) are not included in the total word count – but
the latter must be kept to a minimum across all assessments.
You must demonstrate within the submitted evidence (through headings and sub-headings) which
learning outcomes and assessment criteria have been cited. We are unable to moderate your work
if this is not included.
As this is an Advanced Diploma, it is important that you are able to demonstrate not only good
knowledge and understanding of the material associated with each learning outcome, but also the
ability to develop an original argument and justify it persuasively with reference to wider reading.
Examples of approaches taken in a range of organisations are also an effective means by which to
justify your arguments.
The six main criteria that CIPD requires centres to use when marking your assessment are outlined
below, but it may be that not all these criteria are present in every question.
(1) focus
(2) depth and breadth of understanding
(3) strategic application and professional advice
(4) research and wider reading
(5) persuasiveness and originality
(6) presentation and language
7HR01 – Assessment questions
At a recent team meeting some of your junior people professional colleagues openly shared their
frustrations about their understanding of employment relations. One individual claimed, ‘I continue
to read different views on employment relations but do not really understand some of the key
concepts or why we do what we do.’ To help support their continuing professional development
your manager has asked you to write a briefing paper that responds to the following questions.
For the purpose of this assessment, you need to apply your answers to either your own
organisation or one with which you are familiar.
It is essential that your reading of the published literature is used to inform your responses to all
questions.
Question 1 (AC 1.1)
Provide an overview of the three main perspectives on employment relations, unitarist, pluralist
and radical, explaining which approach is adopted at your organisation, critically evaluating how
this influences the work of its people professionals.
Question 2 (AC 2.2)
Employment relations strategies are shaped by competitive pressures; review how the current
labour market and organisational strategy impacts the management of employment relations within
the organisation.
Question 3 (AC 3.4)
Propose two distinct strategies to improve levels of engagement within the organisation and
evaluate how their impact on organisational performance can be measured. Justify your
recommendations.
Question 4 (AC 4.1)
Identify two different forms of collective bargaining, one in a unionised and one in a non-unionised
environment, critically analysing their role in determining pay and resolving differences. Explain to
what extent either applies to your own organisation.
SOLUTION/ ANSWERS FOR 7HR01 ASSIGNMENT
7HR01 Strategic Employment Relations Answers
Executive Summary
This briefing paper responds to the reported dissatisfaction of junior people professional colleagues about their knowledge of employment relations. The intention is to simplify important ideas and offer an exhaustive overview to help them with their professional growth. The report tackles four key issues. The current perspectives on employment relations. The effects of labour market and organisational strategy on employee relations. Ways to increase and measure employee engagement. Forms of collective bargaining. To address these issues, this briefing paper seeks to demystify employment relations by providing objective analysis and practical recommendations to improve team performance and knowledge.
Table of Contents
7HR01 Strategic Employment Relations 1
Question 1 (AC 1.1)
Understanding employment relations at (Add your organisation name)
For those in the business world to effectively negotiate and manage workplace dynamics, one must first understand employment relations. The concept of employment relations has been covered using several theories and strategies that direct the interactions between organisations and employees. This briefing paper outlines the three basic points of view on employment relations. it covers the unitarian, pluralist, and radical approaches. It also clarifies the strategy followed by (Add your organisation name) and assesses critically how it shapes the output of people professionals.
- Unitarian Perspective
From the unitarist point of view, the company is a harmonic and integrated organism with shared goals. This perspective perceives an organisation and its employees as one large, contented family functioning in unity. This unity results into harmony, where everyone working for the organisations embraces the existing organisational goals. Alajmi and Lengyel (2021) claim that the unitary system generates one authority source to which every employee is loyal to. As a result, the management works hard to ensure that employees and supervisors keep the same shared goal and interest. However, it is also important to note that leaders also to take an extra step to inspire employees to take part in problem-solving and decision-making so as to improve institutional and team effectiveness (Alajmi & Lengyel, 2021). Disagreement should not occur in this idealised perspective since everyone agrees with business objectives. Most of the time managers prefer this perspective since it serves three functions: self-reassurance, persuasion, and legitimacy (Alajmi & Lengyel, 2021).
Key features
Shared goals – It takes on the presumption that employees and employers have same goals and interests.
Management authority – There is a strong focus on management authority and leadership. this is in place in order to maintain unity and accomplish organisational objectives.
Views on conflict – Rather than resulting from natural differences in interests, conflicts are considered as unusual and short-lived. They originate from poor communication or misunderstandings (Kaufman et al., 2020).
- Pluralist perspective
The pluralist view recognises that an organisation has several interests. Mzangwa (2015) claims that the pluralist approach views the organisation as a coalition of people and organisations with different goals, beliefs, and interests. From this point of view, people in an organisation mix into a range of separate sectional categories, each with own interests, goals, and leadership perspectives. In terms of leadership, authority, and loyalty, the different divisions within an organisation are somewhat competitive. In this sense, conflict forces the organisation to be in a continuous state of tension. This is where trade unions primarily fit-in. this is because, it is only through such a pluralist perspective that unions get a platform where they can exercise their rights, unlike cases where an employer exercises the unitary perspective (Mzangwa, 2015).
Key features
Multiple interests – It is based on the understanding that employees and organisations can sometimes have contradictory interests.
Incorporation of trade union – It recognises the role of trade unions and collective bargaining in helping employee raise their concerns.
Management of conflict – It readily accepts conflict as a normal and unavoidable aspect of organisational life that can be controlled through compromise and negotiation (Kaufman et al., 2020).
- Radical perspective
This perspective is often linked to Marxist theory. It views employment relations as fundamentally conflictual because of the basic differences between bosses and workers. This idea opposes the pluralist perspective. According to Mzangwa (2015), unions are considered as means of this social revolution since the Marxist perspective pushes for the elimination of the oppressive social order. Radical perspective maintains that conflict will always exist between employer and the employees due to presence of basic differences. From this angle, both employers and workers are against cooperation and a hostile attitude will always be present. Workers differentiate themselves as “us employees against those employers,” clearly indicating their opposition to working together (Mzangwa, 2015).
Key features
Power imbalance – It emphasises that there is constant natural power disparity between labour (employees) and capital (organisations).
Constant class struggle – It underscores that there is a continuous class conflict and worker exploitation by corporations.
Systemic change – It advocates for an overall systematic change to solve disparities. It insists that this can be attained through various means including but not limited to political action and societal transformation (Kaufman et al., 2020).
Approach adopted by (Add your organisation name)
(Add your organisation name) utilises the pluralist perspective on employment relations. This approach is evident in several practices within the organisational, including: Active engagement with trade unions. The organisation keeps a working relationship with the trade unions since it respects their role when it comes to representing and speaking for employee interests.
Regularly engaging in collective bargaining agreements. The organisation has an already established mechanism that it frequently uses to address and resolve disputes among different groups. This mechanism enables both employees and organisation to discuss key aspects such as pay, working conditions, and other job-related demands.
Methods of conflict resolution. The organisation has already put in place grievances and mediation services to help to resolve issues amicably.
How these approach influence on the work of professionals at (Add your organisation name)
Adoption of the pluralist viewpoint at (Add your organisation name) greatly affects the work of people professionals in the several ways. For instance, it necessitates them to improve their communicate skills. People professionals have to be excellent communicators since they are heavily involved in negotiations within the organisation. They serve as middlemen, helping management and staff to have open communication, and in so doing ensuring mutual understanding and cooperation.
Improved conflict resolution skills. Since there is already an acceptance of conflict as a natural occurrence in the workplace, people professionals need to possess excellent conflict resolution skills. This skill is effective for conflict management, creating a harmonious workplace, and sustaining productivity.
There is a string need to possess mediation and negotiation skills. The pluralist approach demands people professionals to be skilled mediators and negotiators. This is because possessing these skills is very important in collective bargaining procedures since they guarantee that the interests of both sides are fairly balanced and reflected.
There is improved staff advocacy. People professionals in a pluralist perspective generally champion employee welfare. this is because they work closely with trade unions to handle issues including working conditions, benefits, and job security (Kaufman et al., 2020).
Conclusion
The effective management of workplace dynamics depends on professionals knowing the several points of view on employment interactions. The pluralist viewpoint guides the employ relations at (Add your organisation name), therefore promoting a cooperative atmosphere whereby many interests are recognised and handled through communication, negotiation, and conflict resolution. This strategy not only improves the competency of people professionals but also supports a fairer and more harmonic workplace.
Question 2 (AC 2.2)
Impact of labour market and organisational strategy on employment relations at (add your organisation name)
Employee relations, on both a collective and individual basis, refers to the efforts that organisations set towards the development and preservation of its relationships with its personnel. Employee relations focuses on several factor such as the working atmosphere; pay and benefits; workplace safety; incentives, rewards, and recognition; work-life balance; dispute resolution, etc. Building a better, positive work environment, maintaining good employee connections can increase general individual and organisational engagement and performance. Competitive factors resulting from the existing labour market as well as the general organisational strategy greatly affect employment relations techniques.
Benefits of having efficient employee relations strategy
Having a good employee relations policy has been linked to several positive outcomes. For instance, employees tend to be more engaged. Maintaining an open line of communication is crucial for creating effective interactions between employees. Employees that know what is happening at their organisation feel more engaged, connected, and valuable. On the other hand, poor employee relations can break that link and cause employees to feel alone and not part the team.
Employee experience at work improves. Positive relationships between employees and management translate into improved communication, a greater awareness of their position and expectations, and greater compatibility with the organisation’s goals, values, and mission (Dobbins, 2023).
It leads to the development of a more positive culture at work. According to Dobbins (2023), productivity has been shown to rise in positive workplaces. Not only can great organisational development and workplace cultures help individuals who are currently employed, but also help attract and maintain top talent (Dobbins, 2023).
It aids organisations retain their employees for longer. A study by Dobbins (2023) indicates that employees working in organisations with strong retention rates report that one of the key reasons they stay at their jobs for longer is due to the positive interactions with their managers and colleagues (Dobbins, 2023).
Impact of current labour market
- Demand and supply of labour
Employment relations are significantly shaped by the balance between labour supply and demand. Employers in a tight labour market with skill shortages could have to provide greater benefits, more pay, and improved working conditions to attract and maintain talent. These dynamic affects employment relations by requiring more flexible job terms and creating a more competitive hiring environment. On the other hand, in a labour market where there is a surplus of job seekers, companies could have more power to provide either standard or lesser employment terms, thereby influencing the employment relations should dissatisfaction arise (Garg, 2020).
- Unemployment rates
Nnah Ugoani (2020) contends that low unemployment rates drive demand for qualified personnel, which forces organisations to concentrate on employee retention policies, professional growth chances, and a good working culture. Thus, as organisations work to be employers of choice, this focus can help to strengthen employment relations (Nnah Ugoani, 2020). While high unemployment rates may provide employers more influence over employment terms, they could also raise the possibility of employee exploitation or dissatisfaction therefore compromising employment relations (Nnah Ugoani, 2020).
Current labour market trends
Employment relations has also changed in response to new labour market changes such as remote work, gig economy, and automation. The growing acceptance of remote work calls for changes in management techniques, communication, and employee involvement programs. Employment relations have to change to make sure remote workers have support and feel connected to the rest of the organisation.
According to Lopez-Cabrales and Valle-Cabrera (2020), the rise in gig economies and freelance work has significantly disrupted traditional employment relations frameworks and calls for fresh approaches to enable organisations to adjust how they can handle a more flexible and mobile workforce.
Increased workplace automation and use of artificial intelligence (AI) in the workplace might cause job displacement and need for reskilling programs. Employment relations have to take employee issues under consideration and make sure there is always a seamless transition (Lopez-Cabrales & Valle-Cabrera, 2020).
Impact of organisational strategy
- Market position
The employment relations strategy of an organisation is heavily influenced by its competitive position in the market. For instance, if its strategy revolves around innovation and cutting-edge technologies, its employment relations will have to reflect this. This means the organisation will have to promote a culture of constant learning, creativity, and adaptation (Garg, 2020. Should the approach be centred around cost leadership, employment relations the organisation may prioritise aspects such as efficiency and productivity. to accomplish this, they organisation may be required to implement performance-based rewards, improve staff planning, and keep lean processes while guaranteeing employee engagement and satisfaction (Garg, 2020).
- Organisational Culture
Employment relations are shaped by organisational strategies that supports inclusivity and diversity thereby focussing on equal opportunities, anti-discrimination legislation, and a friendly workplace environment. This might improve staff morale and help to minimise disputes. Employment relations must underlie a performance-driven approach to underscore merit-based promotions, ongoing feedback, and explicit performance criteria. While this strategy can motivate employees, it also requires open and fair evaluation processes in order to maintain employee trust (Lopez-Cabrales & Valle-Cabrera, 2020).
Strategic goals within an organisation
If an organisation wants fast expansion, its employment relations must be structured in such a way that they are able to handle recruitment issues, onboarding procedures, and scalable HR methods to assist growth. Garg (2020) insists that if a company focusses on sustainability, employment relations have to incorporate sustainable practices, ethical labour standards, and corporate social responsibility initiatives. All these inspire employee making them feeling they have a purpose (Garg, 2020).
Conclusion
Employment interactions are significantly shaped by the organisational strategy and the current labour market. Thus, being familiar with these factors assists professionals create workable plans that are fit for both internal strategic goals and external competitive demands. Organisations can build a strong and engaged workforce by addressing labour market dynamics and including organisational goals into their employment relations procedures.
Question 3 (AC 3.4)
Strategies that can be used to improve employee engagement at (Add your Organisation name)
Maintaining a competitive edge, improving organisational performance, and fostering innovation all depend on employee engagement. There are two different approaches that (Add your Organisation name) can use to raise engagement levels. They are Implement a comprehensive employee recognition program and enhancing career development opportunities. The proposals are justified based on their ability to solve existing employee engagement issues as well as accelerate overall success.
- Implement a comprehensive employee recognition program (ERP)
A comprehensive employee recognition program recognises employees for their efforts, accomplishments, and successes. Osborne and Hammoud (2017) contend that executives must use strong incentives if their aim is to enhance employee engagement. They stress that since employee engagement is greatly affected by employee recognition in the workplace, enhancing engagement is crucial for both the culture and operation of the organisation. Furthermore, using a thorough ERP can increase engagement since employee performance is directly impacted by recognition and awards that are perceived as a type of effective feedback. Continuously recognising productivity at work helps employees to feel valued and appreciated (Osborne & Hammoud, 2017).
Although pay is usually considered as being one of the most positive outcomes of employment, other aspects such as feelings of stability and work security are far more important than pay. When employees are competent and acknowledged, group dynamics align and encourage ownership of results, workplace environment, and organisational structure. Reward and recognition systems help to create a more harmonic workplace environment, thus promoting employee satisfaction (Osborne & Hammoud, 2017).
This initiative includes several factors such as:
Peer recognition – this entails allowing employees to acknowledge one another via an official peer-to–peer recognition system.
Monthly and annual awards – this type of reward entails appreciating exceptional performance with yearly and monthly honours.
Monetary and non-monetary rewards – this type of reward and recognition programme provides a mix of non-monetary rewards such as extra vacation days, public recognition, professional growth chances, etc. On the other hand, monetary awards include things such as gift cards, cash bonuses, etc. (Osborne & Hamming, 2017).
Justification
An effective employee reward and recognition strategy is considered as being a strong motivator in the workplace since it raises job satisfaction, employee morale, and the organisational culture. This is because employees that feel valued and appreciated are more likely to be involved in and committed to their work (Osborne & Hammoud, 2017).
Measuring the impact of the employee recognition program
It can be conducted in several ways.
Employee engagement surveys -This involves routinely inquiring from employees about their levels of participation and satisfaction both before and after the programme has been implemented.
Turnover rates – It entails tracking changes in employee turnover rates. This is mainly because better employee recognition is supposed to minimise the rate of employee turnover.
Productivity metrics -It entails using key indicators of achievement and key performance indicators (KPIs), to evaluate if there are any changes in team and personal productivity.
Employee feedback – It entails gathering qualitative comments from employees on how well the recognition program works and how it affects their motivation and involvement (McMahon, 2024).
- Enhancing career development opportunities
Improving career development possibilities involves providing employees clear pathways for professional development. According to Jaman et al. (2022), professional development practice mainly revolves around employee training, counselling, and mentoring. Managers can help employees to identify their strengths, weaknesses through seminars, or training workshops. This can improve employee engagement and productivity as well as lowering absenteeism (Jaman et al., 2022).
Its key components include
Individual development plans – It entails working with staff members to design customised development plans including career objectives, required skills, and realistic progress milestones.
Training programmes – It entails providing a range of training programmes including seminars, workshops, and training courses to enable employees to pick up new skills and knowledge that is relevant to their positions and career goals (Jaman et al., 2022).
Mentorship programmes – it entails establishing mentoring initiatives whereby less experienced workers are matched with experienced professionals to offer career advice, direction, and support (Jaman et al., 2022).
Internal transfers – Internal relocation can be attained through the use of cross-functional initiatives, job rotation, and internal job announcements which are meant to promote professional development within the company.
Justification
Investing resources into staff development shows that an organisation values its employees. This notion can greatly increase employee involvement and engagement. This is vitals since employees who recognise obvious chances for development are more likely to be driven, devoted, in line with the objectives of the company.
Measuring Impact
- Employee retention rates
Employee retention rates help one to gauge the effect of improved career development chances on organisational success.
Monitoring retention rates is a powerful strategy since availing more development opportunities are bound to lower the rate of employee turnover and help to retain top talent.
- Career progression metrics
It entails tracking several key aspects such as internal promotions, lateral moves, and effective fulfilment of development initiatives. These metrics can be used to determine whether there is career development and whether employees feel more of less satisfied with these initiatives
- Engagement surveys
Regular engagement polls can assist the organisation to evaluate changes in employee satisfaction as well as outline potential chances for career development.
- Performance reviews
One can evaluate developments in employee’s performance and output through the employment of consistent performance reviews and assessments (McMahon, 2024).
Conclusion
Although employee recognition and reward initiatives increase morale and drive, availing career development plans offers defined progression paths. However, both are vital for developing a motivated and efficient team. By evaluating the impact of these approaches and guarantee their relevance, one is able to determine their impact on organisational performance.
Question 4 (AC 4.1)
Forms of collective bargaining in unionised and non-unionised environments
Unionised Collective Bargaining
Collective bargaining, as used in the context of employment contract negotiations, describes the negotiations that occur between an employer and a group of employees. Usually during collective bargaining, workers are represented by their labour union (Kenton & Rhinehart, 2024).
According to Kenton & Rhinehart (2024), working conditions, pay and compensation, working hours, and benefits are some of the aspects that can all be agreed upon in collective bargaining. The objective is to prepare a collective bargaining agreement from a formal contract (Kenton & Rhinehart, 2024).
The procedure involves several steps such as negotiation, agreements, and dispute resolution. During negotiations, trade union and company representatives sit together to discuss employment terms on key aspects such as salary, benefits, working hours, etc. Once an agreement is attained, it is formally registered in a collective bargaining agreement (CBA). This CBA is legally enforceable for a specified period of time. The CBA often includes grievance processes and dispute resolution tools like mediation or arbitration (Kenton & Rhinehart, 2024).
- Trade Unions
Its main role is to represent its members’ interests. While this is considered as being its primary aim, the interests that trade unions represent are linked to employment, and range from environmental issues, to health and safety, to redundancy plans and other welfare benefits.
Union officials can represent members throughout all phases of grievance and disciplinary processes. Their presence acknowledges the fundamental power disparity between companies and employees as well as the reality that an organisation’s interests may not always align with employee interests (CIPD, 2024).
Role of trade unions in determining pay and resolving disputes
Using trade unions in collective bargaining can be beneficial in several ways. For instance, they can assist employees earn fair pair and compensation. This is because, by using their combined strength, trade unions have the capacity to negotiate greater benefits and more pay for their members. This usually translates into more favourable salary ranges than in nonunionized sectors.
When it comes to resolving conflicts trade unions are more powerful since the existing CBA already has established grievance policies that offer a methodical approach for resolving disputes. This guarantees fair treatment for staff members and helps to prevent confrontations from escalating.
Advantages of a trade union
It guarantees that there will be a fairer negotiation outcome by helping to balance the power that exists between organisations and employees.
The CBA provides clear rules for both sides and legal protection, therefore reducing uncertainty and improving employment security.
The CBA’s formal dispute resolution systems serve to effectively manage disagreements, therefore creating a harmonious workplace.
Disadvantages
The formalised nature of CBAs may lead to rigidity during trade union negotiations. As a result, it makes it difficult to adapt or reach swift in a changing corporate environment.
Should negotiations fall short, unions could turn to strikes, therefore disrupting business operations and compromising employer-employee relationships.
Better compensation and perks that have been negotiated through collective bargaining can drive up labour expenses.
Nonunionized Collective Bargaining
Collective bargaining in a non-unionized work environment takes place directly between workers (or their representatives) and their organisation. A good example is employee representatives
- Employee representatives
Employee representatives are usually employed in organisations where unions are not acknowledged or when segments of workers fall outside of union membership. According to ACAS (2014), the roles and responsibilities of representatives may vary depending on various factors. For instance, it may vary between different kinds of companies and sectors, or between the different kinds of representatives. In most instances, they can serve in four main positions. These are, representatives handling issue specific consultation; representatives engaged in ongoing consultation; representatives handling individual grievances and disciplinary issues; and representatives representing employee safety (ACAS, 2014).
There are several steps that are involved in collective bargaining in a non-unionised organisation. This includes direction negotiation, use of employee committees, and flexible arrangements. Employees or elected representatives negotiate directly with their organisations to come up with employment conditions that are favourable to all parties. Employee committees or councils can also be used to help to facilitate communication between the management and employees. Additionally, the agreements reached are sometimes less formal and more flexible than unionised CBAs, which allow for easier amendments.
Role of employee representatives in determining pay and resolving disputes
Conducting collective bargaining through employee representatives can aid in determining fair pay and compensation. The pay and compensation usually more personal and depend on direct agreements, market prices, and individual performance. When it comes to resolving disputes, the procedures used are usually less formal. Instead, the dispute resolution systems focus on internal procedures, honest communication, and direct negotiations among parties.
Advantages of employee representatives
It creates more flexible and adaptive agreements within the collective bargaining agreement. This means the terms can be swiftly changed in response to changes in the environment.
Direct negotiations encourage honest communication between management and staff, therefore fostering possibly more cooperative relationships.
Because talks are less likely to result in uniform, across-the-board pay increases, organisations may have more control over labour expenditures.
Disadvantages
Without a union, workers might have less negotiating power, which could result into less favourable terms and conditions.
Without a formal CBA, workers may be without clear legal rights and organised grievance systems.
If not handled effectively, more variation in pay could cause disappointment among workers and feelings of unfairness.
Application to my organisation (Add Organisation Name)
Organisation (Add Organisation Name) utilises engages in collective bargaining with through recognised trade union that represent its employees. The collective bargaining agreement is regular updated through meetings meant to address issues surrounding pay, benefits, working conditions, dispute resolution policies, etc.
This unionised strategy guarantees efficient representation of employee interests, therefore ensuring fair employment terms and organised means of conflict resolution. Although there have been several challenges regarding flexibility and greater personnel costs, trade unions have helped the organisation have motivated and flexible employees.
Conclusion
Proper management of employment relations depends on an awareness of the complexities of collective bargaining in both unionised and non-unionized settings. Pay and conflict resolution depends heavily on the kind of collective bargaining used at by a specific organisation. This helps in shaping the general working environment and helps to ensure there is sustained organisational performance.
Conclusion
Since the paper is designed to answer the issues of junior colleagues, this briefing paper offers a thorough investigation of key elements of employment relations. It outlines different theories and perspectives on employment relations; effects of labour market and organisational strategy on employee relations; ways to increase and measure employee engagement; and forms of collective bargaining, this paper provides a complete guide to properly understand and control employment relations. The ideas and suggestions offered seek to equip junior people professional colleagues with the information and instruments required to negotiate the complexity of employment relations. As a result, the organisation can increase employee engagement, more successfully handle problems, and finally get higher organisational performance.
References
ACAS (2014) Non-Union Representation in the Workplace. Available at:
https://www.acas.org.uk/sites/default/files/2021-03/non-union-representation-in-the-workplace.pdf.
Alajmi, A.M. and Lengyel, P. (2021) ‘Employer-Employee Relations Effect on Production’, Journal of EcoAgriTourism, 17(2), pp. 9–13. doi:https://www.researchgate.net/profile/Peter-Lengyel-4/publication/355437194_Employer-Employee_Relations_Effect_on_Production/links/617030e9435dab3b7585998e/Employer-Employee-Relations-Effect-on-Production.pdf.
CIPD (2024) Working with Trade Unions, CIPD. Available at: https://www.cipd.org/uk/knowledge/guides/working-trade-unions/.
Dobbins, T. (2023) ‘Why employment relations matter(s) for governance of problems for labour in the real world of work’, Labour and Industry, 33(4), pp. 473–489. doi:10.1080/10301763.2024.2317185.
Garg, G. (2020) ‘Effect of Labor Market on Organization’s Resource, Reward & Performance Measurement ’, International Journal of Research Culture Society, 4(7), pp. 28–32. doi:https://www.researchgate.net/publication/343182055_Effect_of_Labor_Market_on_Organization%27s_Resource_Reward_Performance_Measurement.
Jaman, S., James, K. and Luamba, D. (2022) ‘Impacts of Employee Engagement and Workforce Productivity on Retail Companies’, International Journal of Business and Management Research, 10(1), pp. 6–18. doi:10.37391/ijbmr.100102.
Kaufman, B.E. et al. (2020) ‘Using unitarist, pluralist, and radical frames to map the cross-section distribution of employment relations across workplaces: A four-country empirical investigation of patterns and determinants’, Journal of Industrial Relations, 63(2), pp. 204–234. doi:10.1177/0022185620977578.
Kenton, W. and Rhinehart, C. (2024) Collective bargaining, Investopedia. Available at: https://www.investopedia.com/terms/c/collective-bargaining.asp#toc-what-is-collective-bargaining.
Lopez-Cabrales, A. and Valle-Cabrera, R. (2020) ‘Sustainable HRM strategies and employment relationships as drivers of the triple bottom line’, Human Resource Management Review, 30(3), p. 100689. doi:10.1016/j.hrmr.2019.100689.
McMahon, K. (2024) How to Measure Employee Engagement (+ Drivers & Metrics), RSS. Available at: https://www.togetherplatform.com/blog/how-to-measure-employee-engagement.
Mzangwa, S.T. (2015) ‘Descriptive analysis of the theoretical perspectives in employment relations’, Corporate Ownership and Control, 13(1), pp. 184–194. doi:10.22495/cocv13i1c1p5.
Nnah Ugoani, J.N. (2020) ‘Managing employee relations and its effect on organizational success’, International Journal of Social Sciences Perspectives, 6(1), p. 1. doi:10.33094/7.2017.2020.61.1.10.
Osborne, S. and Hammoud, M.S. (2017) ‘Effective employee engagement in the Workplace’, International Journal of Applied Management and Technology, 16(1), pp. 50–67. doi:10.5590/ijamt.2017.16.1.04.
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