Relations with employees - An assessment

Résumé du document

Assess the significance and merits of the Partnership, involvement and Participation models of Employee Relations in today's economic climate and in the modern commercial world. In our current economy, since the beginning of the recession, employees' spirits decreased with the difficulties the organization had to face. And yet, they are at the heart of firms' development. In fact, to grow, a company needs the involvement of its workers giving their ideas, and participating in the different processes. Thus, in this context, it is the responsibility of organizations to manage employee relations carefully. Thus, we may wonder if models like partnership, involvement and participation are appropriate in modern companies.

Extraits

[...] does not lose money with its human resource policy, mainly in recruitment (for example through the many internal interviews), policy is based on mutual trust between employees and employers, so employees feel involved and have the possibility to interfere into innovations and decisions. And to the company view, they realized huge profits, the innovation capacity is very strong and the company has a very high rate of growth, even in recession times. This virtuous circle, based on employee relations, did not finish showing benefits. [...]

[...] These policies have to be based on the same bases, in order to obtain efficient employee relations. However each company should improve and adapt their policy to their corporate strategy and so to the market where they are. That is even more important regarding to the actual crisis. References - Barrett, JT & O'Dowd,J 2005,Interest based bargaining , viewed 23 november 2009. http://books.google.fr/books?id=oLc1roArxtsC&pg=PT23&dq=partnership+by+ gunnigle&cd=10#v=onepage&q=partnership%20by%20gunnigle&f=false - Bratton,J & Gold,J 1999, Human resource management theory and practice, viewed 20 october 2009. http://books.google.fr/books?id=EZ1CLRm3FnQC&pg=PA301&dq=%E2%80%9CEmplo yee+involvement+and+participation:+contemporary+theory+and+practice%E2% 80%9D#v=onepage&q=&f=false - Crail, M 2009, Why the recession is a good news for unions, January 29th, viewed 12 December 2009, http://www.xperthr.co.uk/blogs/employment-intelligence/2009/01/why-the- recession-is-good-news.html - Crowther,J.L & Trott,B 2004, partnerning with purpose a guide to strategic partnership development for libraries and other organization,viewed 13 november 2009. [...]

[...] An employee has to share his company's values and objectives to participate to its development. Since Jean Martin, the executive director of the Corporate Leadership Council (2008: most important contributor to employees ‘emotional commitment is a sense of connection to the firm's mission.” According to an Industrial Relations Services Survey in 1999 concerning 49 companies ‘experience with employee involvement and participation practices over the period 1992 to 1999, around three in four organisations believed that they had enhanced employee commitment and motivation (Gennard and Judge, 2005: 210). [...]

[...] That's why, in this context, responsible of organisations have to manage carefully employee relations. Thus, we can wonder if models like partnership, involvement and participation are appropriate in modern companies. To answer to this question, we will firstly define these different models in order to understand them in a more efficient way. Then, we will focus on their merits and significance in today's organisations. Next, we will elaborate a critical analysis of these models according to the current economy situation. Definition of employee relation, partnership, involvement and participation EMPLOYEE RELATIONS 0. [...]

[...] To make this type of high performance employees have to be involved in the process of decision-making. So, the involvement is crucial to the organization to achieve their objectives. The principal forms of “Employee Involvement” are the implementation, the process of decision making and problem solving. Employee Involvement could be ‘formal' or ‘informal', ‘direct' or ‘indirect', one-off or sustained over time, central to an organization's core business or relatively peripheral”( Derek Torrington , Laura Hall , Stephen Taylor,2005:511) Participation a. [...]