Industrial Relations: Approach To Employee Relations

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industrial relations approach. As a result, employers would rather adopt and deal directly with individual employees rather than with groups (Bingham, 2016).
Bingham (2016) further states that there is an increase in individualism. According to Purcell and Gray (cited in Bingham), this is a style of management that deploys policies based around the belief in the value of an individual and his or her right to fulfilment, development and advancement at work. With individualism, there is an emphasis on enabling and managing performance whereby the employer communicates directly with the employee, designs individual contracts and offers financial incentives based on levels of performance and regular training in order to gain an acceptance of personalised performance targets and individual flexibility. Such individuality, it is claimed, encourages high levels of commit¬ment to the organisation and sustained productivity (Bingham, 2016). The above belief was supported by Nikoloski et al (2000) who indicated that it is human beings called employees that form the backbone of the operations in an organisation and having an interest in the relationships between the employers and the employees is more important than the laws and institutions (industrial relation through trade union) that governs the relationship at work.
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Furthermore, Das (n.d) states that industrial relations enables solving employees’ problems through collective bargaining and mutual cooperation amongst the parties. This aids the promotion of industrial democracy, discouragement of unfair practices by both parties and ensuring optimum use of human resources and prompt enactment of sound labour
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