EMPLOYEE RELATIONS

Employee Relations

Task 33

Collective Bargaining3

Role of Negotiation in Collective Bargaining3

Negotiation Strategy for the above Situation4

Task 45

Industrial Democracy in the UK and EU5

Employee Participation in Decision Making Process6

Impact of Human Resource Management on Employee Relations7

References9

Employee Relations

Task 3

Collective Bargaining

The collective agreement is an agreement between employers and employees in a company or industry. It allows adapting the rules of the Labour Code requirements and specificities of a company or sector. Every collective agreement shall be negotiated between the social partners in certain formalism and filed. In addition, the collective agreement is a regulation that applies uniformly to employees of a company or a specific group of companies, with the exception of senior management (Blyton & Turnbull, 2004). However, it is possible to negotiate and sign a collective agreement applies only to this category of staff, or to extend the application of a collective agreement for senior executives.

Role of Negotiation in Collective Bargaining

Collective bargaining is a method available to the employer or employers on the one hand and an organised group of employees to determine the other conditions. Negotiations normally lead to an agreement which specifies the duration of the contract and working conditions, as well as other issues such as the recognition of the union, the procedures to follow in case of complaints, and the existence of special committees (Lewicki & Hiam, 2006).

In Britain, negotiations for a collective agreement involve two parties and conflicts arise from conflicting economic interests such as employees want job security and income, while employers prefer organisational effectiveness. Since these conflicts are considered inherent to the structure of employer-employee relationship, open conflict expressed by strikes and lockouts are seen as logical outcomes of a system that allows both parties to pursue multiple objectives. They are not abnormal and their frequency is limited because neither party can achieve its objectives without the other, and because they share a number of goals, such the health and safety at work.

The negotiation process consists of four sub-processes: negotiation adversarial, cooperative negotiation, shaping attitudes, and management of internal differences. The process of distribution functions to resolve conflicts of interest basis. This process helps to ensure that allocation of fixed resources is expressed in terms of "gain-loss". The integration process is to identify the common or complementary interests (Blyton & Turnbull, 2004). It thus serves to increase the gains on both sides and is expressed in terms of win-win. Attitude formation involves interactive attitudes (positive or negative) of each employee that influence the other and reflect the underlying standards and tone of the relationships that develop between the two parties. Finally, the management of internal differences is used to converge on a consensus or encourage divergent positions within the organisations.

Negotiation Strategy for the above Situation

Doing business involves a lot of tasks, the most important is negotiating. Every business process is impossible without the support of effective negotiations strategy. In other words, you cannot sell or buy if not agreed with third ...