Human resources

Table of Contents

1. Topic pack - introduction
2. 2.1 Human Resource Planning - Notes
3. 2.1 Human resource planning - questions
4. 2.2 Organisational structure - notes
5. 2.2 Organisational structure - questions
6. 2.3 Communication - notes
7. 2.3 Communication - questions
8. 2.4 Leadership and management - notes
9. 2.4 Leadership and management - questions
10. 2.5 Motivation - notes
11. 2.5 Motivation - questions
12. 2.5 Motivation - simulations and activities
13. 2.6 Organisational and corporate cultures - notes (HL only)
14. 2.6 Organisational and corporate cultures - questions
15. 2.7 Employer and employee relations - notes (HL only)
    1. Employer and employee relations
    2. Negotiations and collective bargaining
    3. Achieving individual and group objectives - employees
    4. Achieving individual and group objectives - employers
    5. Conflict
    6. Conflict resolution
16. 2.7 Employer and employee relations - questions
17. 2.8 Crisis management and contingency planning - notes
18. 2.8 Crisis management and contingency planning - questions
19. Printable version

Negotiations and collective bargaining

To negotiate separate agreements between each employer and each employee would be hugely time-consuming and inefficient and possibly result in some unfair outcomes. Agreements made on a collective basis are usually preferred by both sides. Individuals may be in a very weak position negotiating alone, so may seek to act together with others and be represented collectively by intermediaries such as trade unions or agents. Employers are likely to be represented by specialists from the HR department or may band together to negotiate at an industry level.

Collective bargaining existed before the end of the 18th century in Britain with its development occurring later on the European continent and in the United States , where Samuel Gompers developed its common use during his leadership of the American Federation of Labor. Collective agreements are probably least significant in developing countries that have large labour populations.

There are many subjects for collective bargaining, but the question of pay and conditions is the most central. Negotiations are likely to centre on remuneration including basic pay and other financial rewards, hours of work, working conditions and security of employment.

Trade unions

Trade unions are a form of employee association. They are organisations of employees that are set up to protect and represent their members in their day-to-day work. Their roles may include:

• Giving legal advice and representation for their members
• Ensuring a safe and secure working environment for their members
• Negotiating pay and other employment rights on behalf of their members
• Participating in the decision-making process (perhaps through worker representation, Works Councils or other means)

Other possible employee associations include:

• Staff associations - these may fulfil some of the roles of trade unions, but are generally internal to the firm. They may therefore represent the employees in negotiations with the firm.
• Professional associations - these are also employee associations and are very similar to trade unions, but may represent a particular 'profession'. They may also act a regulatory body for the profession and may perhaps set entry standards for the 'profession'. Professions like accountancy and doctors are often organised in this way.

The nature and structure of trade unions has had to adapt to modern markets, dynamic external environments and social attitudes and changing aspirations of members. Like all corporations, trade unions have grown in recent years through mergers and amalgamations with the purpose of improving their efficiency and increasing their bargaining strength when negotiating with huge conglomerates and multinational companies. However, at the same time negotiations have become more localised and flexible to account for specific local conditions (such as the supply and demand for labour) and for differing costs of living.

Employer associations

In the same way that there are organisations that represent employee's interests, there are collective groups representing employers. These may exist to support employers in lobbying government; they may offer technical support and advice to firms and a range of other services. As with employee associations they exist to further their members' interests.

Employer-employee relations - industrial relations

Employer-employee relations refer to how well employers and employees are getting on and the ways in which they are communicating and inter-relating with each other. Relations tend to be influenced by:

• Pay negotiations
• Negotiations about other terms and conditions
• Involvement of employees in decisions that affect them
• The degree of trust that exists between the two parties
• How each is represented
• The general atmosphere within the organisation

1

Trade union membership Why might an employee join a trades union? a) To become more aware of local events b) To improve their job security c) To be awarded more holiday d) To gain extra qualifications Yes, that's correct. Well done. This is one of the main services a union normally offers its members.No, that's not right. The correct answer is B as this is one of the main services a union normally offers its members. A might appear in the local union news letter but it is not a major function of unions. C is also not directly the function of a union, though they might negotiate better conditions on behalf of employees and D is not directly the concern of a union, though many do offer help with members obtaining qualifications.Your answer has been saved.

2

Negotiation Why have factory or plant-based negotiations increased in recent years? a) Because it allow greater flexibility in negotiations b) It allows members to join a union more easily c) It enables nationally agreed rates to be imposed d) Officials have more national influence Yes, that's correct. Well done. Local conditions can feature in bargaining.No, that's not right. The correct answer is A as local conditions can feature in bargaining. B is not normally thought of as a reason though more accurate negotiations might influence some to join a union. C is the very opposite of what happens as national agreements are felt not to take local conditions into consideration. D is also the opposite of what is thought to happen.Your answer has been saved.