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Examine the changes that the continuing development of human resource management has brought about in the organisation with the emergence of trade unions in comparison to the effect from industrial relations.

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Abstract: In this topic, we are going to examine the changes that the continuing development of human resource management has brought about in the organisation with the emergence of trade unions in comparison to the effect from industrial relations. The unitarist approach of the human resource management and the pluralist approach by the industrial relations will be highlighted in our study in the survival of trade unions in the organisation. HRM refers to the policies and practices one needs to carry with the direct relationship of people-to-people in accordance with the strategic issues affecting the organization in order to fulfill the management position in the organization including recruiting, screening, training, rewarding, and appraising. HRM is important for all managers in such that that they do not hire the wrong person for the job. (Raymond, J. Stone, pg ? ) Industrial relations is about the behavior and interaction of people at work. It is concerned with how individuals, group organizations and institutions make decision that shape the employment relationship between employers and employees.Industrial relations may be approached from a number of perspectives. Industrial relations draws on a number of established academic disciplines such as economics, sociology, psychology, law, political science and history. ...read more.


Today, few organisations appear to have developped any pro-active HR strategies to encourage managers to take responsibility for managing their human resources. In fact, for monopolistic, tariff-protected and other industries sheltered from global competition, there is an incentive to ignore inefficient work practices and tolerate union excess because costs can be readily passed on to the customer.( Raymond, R. J., Stone, pg 589) . In practice, human resource management often supports the idea for employees to become anti-company and pro-union. Management abuse and neglect ensure that the only way for employees to secure dignity and protection at work is by joining a union. For example, a former union official describes a company where the female secretarial and clerical staffs were constantly tearing their stockings on the dilapidated wooden furniture. Management ignored all complaints until one of the clerks caught a splinter under her kneecap. The frustrated staff walked out and sought union help. Management, confronted with a strike and the union, immediately purchased new furniture. Indeed, this case is a clear indication that the continued development of human resource management often fosters the existence of trade union in the organisation. (Raymond, J. Stone, pg. 590). HRM have stimulated a change from a collectivist and legalistic approach to industrial relations to one emphasising individualism and non-third party involvement. ...read more.


According to Cohen, outside consultants reduces the status of the HR manager in the eyes of the employees, union officials and company management. Because HR managers does not accept direct responsibility for the conduct of negotiation, the HR function is perceived as weak and the HR manager as not having the ability, authority or confidence of top management. Interestingly in Japan, where the HR function is very powerful, outside influence in industrial relations is not tolerated. Indeed, when negotiaitions with unions are viewed as a strategic activity within the organisation and not merely a defensive response to union demands, line managers become much more active in the negotiation process.( Raymond, J. Stone, pg 614) The supporting study of the effect of HRM practices on trade unions clearly indicates that with the HRM policies and practices, trade unions are not bound to cease their significance in the organisation but it is indeed supported with few changes and a new approach to its increasing importance for the equal benefit of both the employer and employees in the organisation. List of referrences: Books: Deery, S.J., Plowman, D., Australian Industrial Relations (3rd edition). Sydney, Australia: Mc Graw-Hill. Plowman, D., Industrial relations ( edition). Raymond, J. Stone, Human Resource Management (4th edition). Queensland, Australia: John Wiley & Sons Australia Ltd. Robbins, S. P. et al, Organisational behaviour (3rd edition). NSW, Australia; Pearson Education Australia. ...read more.

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