DEFINING THE EMPLOYMENT RELATIONSHIP
DEFINING THE EMPLOYMENT RELATIONSHIP
The purpose of this article is to re-define employee relations in a way that is more sensible, practical, applicable and relevant to the modern human resource practice. The article seeks to address the inadequacies occasioned by past definitions and literature that has been unsatisfactory in improving the scope of HRM (Spooner and Haidar, 2006). The study takes a unique approach based on the legalities and literatures that complement the conventional approaches to the employment relationships.
The study takes a systematic review design that utilizes material which is already available and relates it to the current situation. The author draws relevant data from past researches and opinion to address the query at hand. Additionally, the article’s findings are arrived at through ideas, opinions and editorials that tackle the same issue(s).Through a qualitative methodology, the article aids the audience to gain through analyzing motivations, opinions and reasons behind the arguments presented by the various authors under review. As such, the study answers the key questions via a theoretical approach which projects that relationships between employees are based on the need to conform to the HRM practice partly rather than holistically(relationships are basically built with the aim of achieving individual rather than organizational goals.
According to the findings documented by the author, employment relationships have not been adequately defined. Consequently, the HRM practice is grappling with difficulties occasioned by such inadequacies. The findings point to a scenario where managers and stakeholder are finding it hard and almost impossible to adopt and implement ideal frameworks for the betterment of their practice. The major strength of the article can be cited in the way the author draws comparisons and exposes the weaknesses of the present approach satisfactorily. However, on the other hand, the article falls short of the expectation by failing to address the root cause of the inefficiencies probably through a more inclusive and hands on research methodology that conforms to the present HRM approach.
Fundamentally, the article will impact the way managers, employees and other stakeholders define and establish relationships for organizational benefit (McShane and Von Glinow, 2015). As a result of the study, HR managers will embrace mutual communication with employees as well as involving them in decision making. On the other hand, employees will be motivated to work under a climate in which they feel valued and prioritized.
Relationship with case study
The findings of the study are out rightly applicable to the provided case study. They lay the foundation for mutual communication and other important pillars for effective relationships within organizations. All the aspects covered in the study provide remedies to the inadequacies currently present at the organization as a result of the changing nature of HRM and organizational set-up. This is in tandem with the Participative Decision Making theory (PDM) which asserts that the fundamental causalities of any organizational decisions are employees. As a result, the management ought to involve them as much as possible in making and implementing key decisions for better relationships. Overall, the study findings and the case correlate directly in a way that they supplement one another to achieve individual and collective objectives simultaneously.
McShane, S.L. and Von Glinow, M.A., 2015. Organizational Behavior 7/e.
Spooner and Haidar, 2006, ‘Defining the Employment Relationship’, International Journal of Employment Studies, vol. 14, no. 2, pp62-82