Submitted to: Dean Horsman, Paul Dix
Date: 20th December 2011
The report gives a concise analysis of employee relation concepts like ER policies, management styles, workplace harmonisation, collective bargaining and analysis of trade union with respect to the employees and organisations.
Starting with a brief introduction, it continues to talk about the labour unions and its process of reorganisation. It gives various drawbacks and benefits of union reorganisation for the employer. Then it examines the partnership agreement signed between UNISON and Vertex in the year 2000. Then a critique is made based on the theory that whether the partnership agreement was a success at Vertex or not.
Contents …show more content…
Performance related pay schemes and individual appraisal of performance in a job have spread widely over the past ten years. Research on de-recognition suggests that exclusion of trade unions or where unions are weak, managers are able to implement schemes without any agreement and they can choose to act in this manner where unions are oppositional and not ready to accept IPRP. Also, the breakup of the collective bargaining system in pay determination might have given a chance to managers to escape union regulations and decide their own pay-schemes.
Another reason for the introduction of individual employee contract or Individual Performance-Related Pay (IPRP) can be the organisational crises which might have forced management to introduce changes more rapidly without union agreement; a change of ownership might lead to the re-appraisal of employee relations policy.
The union exclusion was also a function of wider strategy for the management where individual contract or IPRP formed a part of an initiative to encourage and cultivate employee commitments eliminate the trade unions from the idea that the management is incompatible with labour management skills and secure improvements in the labour efficiency.
Removal of the influence of trade unions was beneficial to the