Theoretical Framework Of Employment Relationship

Using theoretical frameworks like the one proposed by Alan Fox outlined in the lecture given in Week 3, explain to Ms Cutter the different ways in which the employment relationship can be conceptualised (10 marks)

In the working environment there is an exchange of social and economical factors that form the basis of employment relationships. Employment relationships are defined as the economic and social practices in the work environment between the employees and employers. There is an agreement between employers and employees of providing labor in exchange for an income (Geate 2006). It is also defined as the relationships between the employees and employers on a mutual agreement for employees to work to the best of their ability and to follow

The relationships formed are also ways to gain respect and cooperation from employees on the instructions and duties of the employers. If the relationship is built the work ethic of the employees are likely to be more sufficient as the employees are more incline to put more effort into their work Clarkson (2014).

The nature of the relationships can determine the potential for conflict amongst all existing parties involve in the company. Issues such a shifts, wages, training, employment conditions, co- workers, managers and workers rights are all apart of the industrial conflicts. Employment relationships can be conceptualised as the frameworks provide rules and regulations, which constitute the employment

Conflict in the workplace may periodically engage between the two, but such occurrences are believed abnormalities in a relationship that is naturally prone to be cooperative. Those holding this perspective see managers and employees as having a common interest in the survival of their organisations, such that when conflicts occur it is unlikely to manifest itself to a point that will render it insolvent. Divisions that do exist are assumed to be the product of personality disorders, inappropriate recruitment and promotion practices, the deviance of dissidents, or poor communication. To ensure such division does not impact the ‘natural order’ it is thought that the rational management team must pay careful attention to removing the sources of potential conflict. (Fox, 1966) To this end it must ensure that recruitment and promotion processes are fair and equitable, that communication systems are in place to alert employees of where their interests lie, and that deviant individuals are suppressed or dismissed. It must finally ensure that the organization is promoted amongst the workforce as the single source of authority as Trade unions are regarded as competitors for employee commitment and cooperation, interfering with managements’ right to manage (Fidler, 1981, pp.