ORGANIZATIONAL DEVELOPMENT STRATEGY

ORGANIZATIONAL DEVELOPMENT STRATEGY

In working out your responses to the Discussion Question, you should choose examples from your own experience or find appropriate cases on the Web that you can discuss. Credit will be given for references you make to relevant examples from real companies.

QUESTION
TRADE UNION
Recognising that trade unions are the representative of employees.
1. Identify the benefits and drawbacks of such unions to employers.
2. Do trade unions still have a role in contemporary employment relations?

Required Reading

Journal article
Wood, S, & de Menezes, L (2008), ‘Comparing perspectives on high involvement management and organizational performance across the British economy’, International Journal Of Human Resource Management, 19, 4, pp. 639-683, Business Source Premier, EBSCOhost Online, DOI: 10.1080/09585190801953673 (Accessed: 27 January 2012).

This article examines the high involvement management as a set of complementary best practices, synergistic practices, and as an underlying orientation or philosophy for organisations. In addition, the article examines issues that organisations need to recognise and consider if they desire to initiate high involvement management practices. The article also discusses the potential impact that variable pay and TQM orientation may have in influencing productivity change rather than high involvement management strategy.

Textbook
Pilbeam, S. & Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall International.
(Please note that the references to these readings can be found in the Lecture Notes text under the headings of the topics to which they relate.)
The importance of employment relations
Pages 447449 in Chapter 15 lay the foundation for why it is important to consider employment relations as part of an HR resourcing strategy. The desire for employees to have stability and the need for organisations to have a reliable workforce are vital elements that drive organised labour.
The changing nature of employment
Pages 449450 in Chapter 15 briefly introduce some of the trends occurring in the employment environment that are causing changes to organised labour. The conditions that created the need for unions and collective employment are slowly changing, forcing organisations to be more flexible in managing unions and developing relationships.
National and international policies
Pages 450462 in Chapter 15 explore the influence and role of governments in employment relations. Local governments interact significantly through the development of policies and laws, in addition to serving as employers. The authors also discuss some issues surrounding international policies resulting from European Union directives.
Management strategies and employment relations
Pages 463472 in Chapter 15 further examine changes and trends occurring within the employment relations area by exploring how management strategies are adapting to better incorporate HR management (HRM) practices.
Employment relations processes
Pages 473498 in Chapter 16 examine the process of how employees organise, mediate, and negotiate with the organisation. These practices are often regulated by law in order to protect both parties. You will also discover how contemporary HRM strategies are changing this process to create more individual relationships.

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