MANAGING EMPLOYEE RELATIONS

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN623593
Module Leader Ronnie Caddow
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

Programme Entry requirements

Summary of Content

This module develops a critical appreciation of the management of employment relations. In achieving this the module will support learners in gaining a comprehensive and analytical understanding of employment relations perspectives and debates, both at a national and international level which stem from both theoretical and behavioural competency perspectives. As well as providing the opportunity for learners to gain a critical appreciation of employee relations theories this module will also provide the opportunity for learners to critically apply the key activities, knowledge and behavioural competencies which are central to the management of employment relations practices both in unionised and non unionised organisations of varying sizes and types, for example public and private sector, indigenous and multinational in order to support learners to critically evaluate the roles and functions of the varying stakeholders concerned. Finally the module will provide the opportunity for learners to assess the impact of contextual changes on selected employment relations practices and organisational performance from a managerial perspective. In successfully undertaking this module, learners will critically reflect on theory and practice within an ethical and professional stance in order to provide the opportunity for applied learning and continuous professional development.

Syllabus

The syllabus is organised as follows: Varying theories and perspectives on employment relations: -360b7 Pluralist, Marxist and Unitarist frames of reference. Impact of local, national and global contexts which shape employment relations climates. -360b7 Cultural and legislative diversity and variance. The roles and functions of the different parties to control and manage the employment relationship. -360b7 Stakeholders b7 Employee and Employer representative bodies b7 Third party intervention The importance of organisational level employment relations process that support organisational performance, including the design and implementation of policies and practices in the areas of, for example: -360b7 Employee engagement b7 Diversity management b7 Employee communication b7 Involvement and participation b7 Negotiation and bargaining b7 Conflict resolution b7 Change management b7 Management control The importance of employment relations procedures that help mitigate organisational risk, including the design and implementation of policies and practices in the areas of discipline, grievance, dismissal and redundancy. The integration of employment processes and how they impact on policy, practice and organisational outcomes such as performance and employment engagement.

Learning Outcomes

On successful completion of this module students should be able to:1. Critically evaluate varying theories and perspectives on employment relations2. Evaluate the impact of local, national and global contexts shaping employment relations climates3. Examine the varying roles and functions of the different parties responsible for controlling and managing the employment relationship4. Critically discuss the significance of organisational level employment relations processes that support organisational performance, including the design and implementation of policies and practices in the areas of: diversity management; employee communication, involvement and participation negotiation and bargaining; conflict resolution; change management and management control.5. Critically analyse the significance of employment relations procedures that help mitigate organisational risk, including the design and implementation of policies and practices in the areas of discipline, grievance, dismissal and redundancy.6. Evaluate the integration of employment relations processes and how they impact on policy, practice and organisational outcomes such as performance and employee engagement.

Teaching / Learning Strategy

Teaching and learning will carried out predominantly in lectures and seminars whilst also being complemented by guided and independent research. Additionally GCU Learn will be used to support the learning experience of students by providing them not only with the weekly power point slides, but also providing them with links, for example to academic journals and exemplary employment relations case studies. The module will utilise an integrated multi-dimensional approach to teaching and learning. The purpose of which is to develop deep learning, indicated by the ability to abstract meaning from constructs, form linkages between related constructs and practice, and reframe experience. In order to achieve this, students will be encouraged to read widely as well as being provided with the opportunity to apply concepts and theories in class exercises including disciplinary investigations and negotiation. The module will ensure that learners are provided with the opportunity to gain theoretical knowledge, from lectures and directed research sources as well as being provided the opportunity to apply this theory within role play exercises. Students will be involved in developing disciplinary interviewing skills by observing and feeding back on these exercises. In addition, within seminars students will be encouraged to draw on their distinctive experiences within varying cultures, sectors and industry contexts. As well as providing learners with the opportunity and impetus for individual learning they will also be encouraged and facilitated to learn via team working. This will provide the opportunity for learners to share ideas and knowledge and well as providing them with the opportunity to challenge their existing ideas and perspectives. Assessment 1. The first assignment undertaken in week 8 is a formative unseen class test administered through GCU learn that provides both formative and summative feedback. This is weighted at 10%. 2. The second summative assessment undertaken in week 13 will consist of a c. 3,000 word individual critical analysis of an employee relations issue that is self selected by the student.

Indicative Reading

Atzeni,M.(ed) (2014) Workers and Labour in a Globalised Capitalism: Contemporary Themes and Theoretical Issues, London , Palgrave MacMillan Bamber, G.J. and Lansbury, R.D. (2011) International and comparative employment relations: globalization and the developed market economies 5th Edn, London, Sage. Beardwell,J.and Claydon, T (2010) Human Resource Management a Contemporary Approach 6th Edn, Harlow, Pearson Education. Blyton P. and Turnbull P. (2005) The Dynamics of Employee Relations, London, Palgrave Blyton, P.,Heery,E. and Turnbull,P. (eds).(2011) Reassessing the Employment Relationship, London , Palgrave MacMillan Burchill,F . (2014) Labour Relations 4th Edn, London, Palgrave MacMillan Colling T. and Terry M. (Eds) (2010) Industrial Relations Theory and Practice 3rd Edn, Chichister, John Willey Collins,H.,Ewing,K.D. and McColgan,A. (2012) Labour Law, Cambridge, Cambridge University Press. Conway, N. and Briner, R.B. (2005) Understanding psychological contracts at work: a critical evaluation of theory and research. Oxford, Oxford University Press Coyle-Shapiro,J.A.M.,Shore,L.M.,Taylor,S.M. and Tetrick,L.E.(eds).(2004) The Employment Relationship:Examining Psychological and Contextual Perspectives,Oxford, Oxford University Press Dibben,P.,Klerck,G. and Wood,G (2011) Employment Relations a critical and international approach, London ,Chartered Institute of Personnel and Development Doherty, N.and Guyler, M (2008) The essential guide to workplace mediation & conflict resolution: Rebuilding Working Relationships,London, Kogan Page. Frege,C and Kelly,J.(Eds) (2013) Comparative Employment Relations In The Global Economy, Abingdon, Routledge. Gall, G. (ed). (2009) Union revitalization in advanced economies: assessing the contribution of union organizing. Basingstoke , Palgrave Macmillan Gennard, J. and Judge, G. (2010) Employee relations. 5th Edn London, Chartered Institute of Personnel and Development George, C. (2009) The psychological Contract , Maidenhead, Open University Press/ McGraw-Hill Gilmore,S. and Williams, S.(2013) Human Resource Management 2nd Edn, Oxford, Oxford University Press. Guest,D.A., Isaksson,K.and De Witte,H.(2009) Employment contracts, psychological contracts, and employee well-being, Oxford, Oxford University Press. Holley,W.,Jennings,K.M. and Wolters, R.S (2012) The Labor Relations Process 10th Edn, Mason, Ohio, South-Western Cengage Learning Holinshead,G. (2010) International and Comparative Human Resource Management, Maidenhead, McGraw-Hill. Lewis,D. and Sargeant,M. (2013) Employment Law The Essentials 12th Edn , London,CIPD. Morley, M.J., Gunningle, P (2006) Global Industrial Relations, London , Routledge. Noon, M. and Blyton, P. (2010) The realities of work. 4th Edn. Basingstoke,Palgrave Macmillan. Rollinson, D. and Dundon, T. (2011) Understanding employment relations. 2nd Edn,London, McGraw Hill. Torrington, D., Hall, L. and Taylor, S. (2013 )Human Resource Management 9th h Edn London , FT Prentice-Hall. Truss, C., Mankin, D. and Keilliher, C. (2012)Strategic Human Resource Management, Oxford, Oxford University Press. Williams, S (2014) Introducing Employment Relations: A Critical Approach 3d Edn , Oxford , Oxford University Press Wilkinson,A. and Redman,T.(2013) Contemporaty Human Resource Management Text and Cases 4th Edn.London.Pearson Willey,,B. (2012) Employment Law in Context An Introduction for HR Professionals 4th Edn, London, Pearson Longman.

Transferrable Skills

-360b7 Critical thinking and problem solving b7 Knowledge and understanding in the context of the subject b7 Independent working b7 Negotiating and influencing b7 Professional and ethical behaviour b7 Adding value through compromise and co-operation b7 Communication, persuasion and interpersonal skills b7 Creative thinking b7 Disciplinary interviewing skills

Module Structure

Activity Total Hours
Directed Study (PT) 34 hours 74.00
Seminars (PT) 12.00
Lectures (PT) 24.00
Seminars (FT) 12.00
Directed Study (FT) 34 hours 74.00
Lectures (FT) 24.00
Assessment (PT) 40.00
Assessment (FT) 40.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 1.00 10.00 45% Class test is in week 8 and is worth 10%.
Coursework 2 n/a 90.00 45% Summative assessment is 3000 words +/- 10%.