November 12, 2009

Research Proposal on Employee Relations

Employee Relations

Employee relations places a vital factor to the full understanding of the working organization and to those involved workers, it enhances a type of relationship that management teams should have and let it known by the employees. An employee relation implies to a professional bond that links several interests and decisions of the employee in accordance to the presence of an employer value and effectiveness. For instance, employee relations found in small firms which indicate the need for knowledge of employee relations which can be of limited status (Scase, 1996), little academics would be prepared to undertake research due to number of inherent difficulties (Matlay, 1999) such as definitional problems, number and diversity of firms, standard error margins in the classification and conceptualization of research samples and access/data collection difficulties (Matlay, 1997).

Furthermore, employee relations tend to promote co-operation, mutual respect and moral attachment among owner/managers and their employees. Stanworth and Curran (1981) had rebuke Rainnie's simplistic and mostly pessimistic interpretation of employee relations, Ram's (1994) detailed account of employee relations in small firms operating in clothing industry as highlighted simplistic and arbitrary nature of Rainnie's view that working conditions in small businesses are dangerous and autocratic. There points out that, 'such treatments of clothing sector are unduly simplistic and fail to pay sufficient attention to the complex, informal and often contradictory nature of workplace, employee relations, even in today's competitive of industries (Ram, 1991, p. 44). In addition, choosing of styles in management has impact towards employee relations as the styles seemed to affect human resource function such as in recruitment, training as well as human resource development and interpersonal relationships at work. The employee relations in such presence of strategies of HR based firm might appear to follow similar patterns and can be diverse as the characteristics, personalities and preferences of human resource staff and managers themselves.

About Culture

Meanwhile, there deals to organization based culture as it is not something an organization has, it is something the organization is made up of for instance, such as those that relates to human resource activities as there can adhere to the aspects of HRM which conforms to the foundation of organization culture through integrating success and values in terms of signifying HR functions and roles. Thus, allowing organization culture to have impact on human resource management noting that global HR is culture bound, placing indicative factor that without culture, HR practices and theories cannot go beyond its positive structure and paradigm formation. There integrates crucial role of culture as linked within human resource systems and that, development within culture can be the missing link between global implications deemed for HR system and practices necessary in creating effective organizational culture that is conducive to human relations and knowledge management innovation.

Indeed, there can be organization culture presence dealing to human resource management decisions having imperative influence on organizational performance upon acquiring key implications for global human resource theory and practice. The research will build on present assumptions in international human resource management by drawing on concepts from employee relations as well as organization culture, human resource underpinnings, development of theoretical models in support to employee relations availability, (Scase, 1996; Matlay, 1999) knowing determinants of organization culture by means of international human resource activities and employee oriented systems, the diversified human resource practices such as those being noted by HR culture fit. HRM system for critical employees within certain culture, a glue that holds organization together by providing cohesiveness and coherence among the parts, promoting IHRM based culture to improve coordination and integration of employee relations, the implementation of human resource practice like, career planning and compensation systems, the need to recognize issues concerning the use of culture ideal for employee relations and HR processes.


Matlay, H (1999), "Industrial relations in small businesses: an empirical study", Industrial Relations Journal

Matlay, H (1997), "The paradox of training in the small business sector of the British economy", Journal of Vocational Education and Training Vol. 49 No.4, pp.573-89

Rainnie, A (1989), Industrial Relations in Small Firms, Routledge, London

Ram, M. (1991), "The dynamics of workplace relations in small firms", International Small Business Journal, Vol. 10 No.1, pp.44-53

Ram, M (1994), Managing to Survive, Blackwell Publishers, Oxford

Scase, R (1996), "Employment relations in small firms", in Edwards, P. (Eds), Industrial Relations, Theory and Practice in Britain, Blackwell Publishers, Oxford

Stanworth, J., Curran, J (1981), "Size of workplace and attitudes to industrial relations", British Journal of Industrial Relations, Vol. 1 No.1, pp.14-25

1 comment:

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