Managing Employment Relations, 7th Edition

Length: 472 pages
Edition: 7
Language: English
Publisher: CIPD - Kogan Page
Publication Date: 2020-02-25
ISBN-10: 1789661471
ISBN-13: 9781789661477
Sales Rank: #8802410 (See Top 100 Books)

Employment relations is concerned with the relationship between employees and their employers and is one of the most important aspects of an HR role. Managing Employment Relations will give students a thorough grounding in the processes, context and practical application of employment relations and give them the knowledge and skills they need for a successful career in HR.

Covering everything from the legal aspects of employment relations, essential policies, strategies and the changing social context to conflict resolution, mediation, employee engagement and workplace discipline, Managing Employment Relations is an indispensable guide. With brand new content on gig economy workers, supporting diversity in the workplace, individual and group policies and the need for greater transparency in the employer-employee relationship, this book is a comprehensive guide to the theory and practice of employment relations. Mapped to the CIPD Level 7 module in employment relations and full of case studies and exercises to help students understand the practical application of the core topics, this is an essential textbook for postgraduate HR students and practitioners in an employment relations role. Online resources include a lecturer guide, lecture slides, sample essay questions and additional case studies for students and lecturers as well as annotated weblinks.

Cover
Contents
List of Figures
List of Tables
Acknowledgements
01 Introduction
	1.1 The relevance of employment relations
	1.2 The CIPD HR Profession Map
	1.3 Applying the Profession Map in practice
	1.4 The structure of the book
02 The concepts and processes of employment relations
	2.1 Introduction
	2.2 What is employment relations?
	2.3 Actors and interests in employment relations
	2.4 Key concepts and perspectives
	2.5 Frames of reference
	2.6 Employment relations processes
	2.7 Summary
03 The dynamic context of employment relations
	3.1 Introduction
	3.2 The changing political and economic environment
	3.3 Brexit and employment relations
	3.4 Globalisation and employment relations
	3.5 The social context of employment relations
	3.6 New technology and automation – changing the way we work
	3.7 The transformation of the UK labour market
	3.8 Summary
04 Managing employment relations
	4.1 Introduction
	4.2 Who manages employment relations?
	4.3 What do managers do?
	4.4 Working with, and without, unions
	4.5 The changing roles of employers’ associations
	4.6 Management styles
	4.7 The growing influence of HRM
	4.8 Devolving the management of employment relations
	4.9 Barriers to devolution – HR and the ‘line’
	4.10 Summary
05 Employment relations strategy, employee engagement and voice
	5.1 Introduction
	5.2 What is strategy?
	5.3 Employee engagement
	5.4 Employee voice
	5.5 A conceptual model of employee voice
	5.6 Summary
06 Representation at work
	6.1 Introduction
	6.2 Origins and development of trade unions
	6.3 What do unions do?
	6.4 Trade unions – a declining force?
	6.5 Explaining trade union decline
	6.6 The union response – strategies for survival, renewal and revitalisation
	6.7 Summary
07 Equality, diversity and inclusion
	7.1 Introduction
	7.2 The contribution of a feminist and intersectional lens to the study of employment relations
	7.3 The labour market, employment segregation and inequality
	7.4 Theoretical explanations for labour market segregation
	7.5 The legal context
	7.6 The organisational rationale for equality and diversity
	7.7 The role of HR, trade unions and line managers
	7.8 Summary
08 Health, well-being and the employment relationship
	8.1 Introduction
	8.2 The development of health and safety regulation in the UK
	8.3 Key elements of the law
	8.4 Mental health, stress and well-being
	8.5 Well-being at work
	8.6 Well-being, equality and inclusion
	8.7 Summary
09 The management of workplace conflict
	9.1 Introduction
	9.2 Defining and conceptualising workplace conflict
	9.3 The pattern of workplace disputes in the UK
	9.4 The legal context of conflict management
	9.5 The management of conflict in UK workplaces
	9.6 Summary
10 Workplace discipline
	10.1 Introduction
	10.2 Discipline – improving behaviour?
	10.3 Disciplinary procedures
	10.4 Handling disciplinary issues
	10.5 Summary
11 Managing employee grievances
	11.1 Introduction
	11.2 Perceptions of mistreatment and the escalation of grievances
	11.3 The nature and pattern of employee grievances
	11.4 The benefits of effective resolution
	11.5 Handling employee grievances
	11.6 Managing the grievance procedure
	11.7 Summary
12 Managing redundancies
	12.1 Introduction
	12.2 Defining redundancy
	12.3 Redundancy and the management of change
	12.4 Managing redundancy – the role of the ‘envoy’
	12.5 Redundancy policy and procedures
	12.6 Redundancy consultation
	12.7 Compulsory redundancy
	12.8 Transfer of undertakings
	12.9 The aftermath of redundancy
	12.10 Summary
13 Workplace mediation
	13.1 Introduction
	13.2 What is workplace mediation?
	13.3 A theoretical approach to workplace mediation
	13.4 The direct benefits of mediation
	13.5 Mediation – increasing conflict competence?
	13.6 Barriers to workplace mediation
	13.7 Mediation in practice
	13.8 The five stages of the mediation process
	13.9 The skills and knowledge needed for effective mediation
	13.10 Developing a model of good practice
	13.11 Summary
14 Conclusion – the future of employment relations
	14.1 Brexit – polarisation and uncertainty
	14.2 The fourth industrial revolution – opportunities and threats
	14.3 ‘Good work’ and the productivity puzzle
	14.4 Managerial capability – the golden thread
	14.5 Employee voice and representation
	14.6 Revitalising employment relations
List of References
Index