New Forms of Employee Mangement

877 Words4 Pages
The advent of new forms of employee management, such as HRM, alongside shifting industrial structures to a service-dominated economy, declining trade union power and influence, political antipathy towards the union movement, greater individualisation and flexibility in the management of labour and changing social attitudes have created a more diverse employment landscape. Employment relations in certain countries changes over time by several factors Conceptual Framework developed by Frage and Kelly explained the conditions under which certain sets of variables are more or less successful in explaining attributes of work and employment and in particular how we can account for change in employment relations. Under the framework, there are 5 actors that should take into account for changes in employment relations, which is employment actores that includes traditional agent ( employers, workers and state), non traditional actor (workers centres and NGO). Under this actor it was explained employers are not only interested in short-term profit-maximixing but also in long-term sustainability. Second is Power resources of the employment actors, employers have control of the means of production and are therefore more powerful than workers, in employment relations actors power is inevitably influenced by a variety of factors, market forces (the state of the economy and by political forces (political parties and policies). Employment instituition interpreted as norms and rules, this instituition taken to comprise labour laws, collective bargaining institution and arbitration bodies, this also can include broader economic institution such as free trade zones or trade agreements. Instituition do not rigidly determine individu... ... middle of paper ... ...der social roles, in association with other types of social organisation (Martin R,. Bamber G,.2005) Trade unions have traditionally played a significant role in regulating the employment relationship in the UK through collective bargaining with employers over pay, working practices and terms and conditions of employment. The union movement reached its peak of political and economic power, membership and density (the proportion of the working population who are members of a trade union) in the late 1970s. In 1979, there were 13.2 million members of trade unions in the UK equating to 58 per cent of all those in employment. By 2008, however, unions had only 7.2 million members representing 24.9 per cent of those in employment. Across all sectors, just under half of UK employees (46.7 per cent) were in a workplace where a trade union was present (Barratt, 2009)
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