How would you characterise employee representation in the UK workplace? To what extent do you agree with the argument that the UK is ‘lightly regulated’ in this regard? Introduction This paper seeks to analyse the characteristics of employee representation in the UK and concerns about is the UK ‘lightly regulated’ in regard of the employee representation. Employee representation can be known as the right of workers to seek a union or an individual to represent them to negotiate with their organizations
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NVQ and Competence - Essay In this supporting paper to the presentation‚ the purpose‚ the nature and the advantages and disadvantages of NVQ will be stated and analysed; finishing with a conclusion as to whether to follow a NVQ or not. The definition of an NVQ is “A statement of competence clearly relevant to work and intended to facilitate entry into‚ or progression in‚ employment and further learning‚ issued to an individual by a recognized awarding body”. A national vocational qualification
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focussed on Employee Voice Practices‚ Human Resource Management‚ Employee Involvement and Employee Participation‚ Unionised and non-unionised workplaces‚ Trade unions and collective bargaining Journal articles including Dundon and Wilkinson (2006)‚ Employee Participation‚ chapter 15; CIPD (2005)‚ (2009); Glover (2001)‚ Communication and consultation in a greenfield site company; Bryson et al (2007)‚ Employee Voice and Human Resource Management Section 3 Introduction The
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strategic organizational practices: A contextual perspective. Academy of Management Review vol. 24 no. (2) (1999). pp. 403–428 Lado‚ A Legge‚ K. (1989). HRM: A critical analysis. In J. Storey (Ed.)‚ New perspectives on HRM. London: Routledge. Marchington‚ M. ‚ & Wilkinson‚ A. (2005). Human resource management at work. London: CIPD. Martel‚ L. Finding and keeping high performers: Best practices from 25 best companies. Employment Relations Today vol. 30 no. (1) (2003). pp. 27–43 McKinley‚ W Michie‚ J. and
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Bibliography: Hirsh‚ W. (2008) What Customer Want from HR‚ Institute of Employment Studies‚ UK. Marchington‚ M. and Wilkinson‚ A. (2006) Human Resource Management at Work 3rd Ed‚ UK: CIPD. Dessler‚ G. (2003) Human Resource Management 9th Ed‚ New Jersey‚ US: Pearson Education‚ pp 282. Rose‚ E. (2001) Employment Relations UK: Person Education‚ pp 478. Torrington
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The Ulrich Model http://www.hrmagazine.co.uk/hr/features/1014777/the-business-partner-model-lessons-learned 2.1 The Ulrich model was created in 1997 by Dave Ulrich and has changed over the years however the basic idea has remained the same. To build a competitive HR Department given today’s business challenges and make it cost effective and accountable. http://www.intangiblecapital.org/index.php/ic/article/view/263/223‚ Multiple-Roles Model for HR Management. (Ulrich‚ 1997) Dave
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The Oxford Handbook of Participation in Organizations Paul J. Gollan‚ David Lewin‚ Mick Marchington‚ and Adrian Wilkinson Print publication date: May 2010 Print ISBN-13: 9780199207268 Published to Oxford Handbooks Online: May-10 Subject: Business and Management‚ Human Resource Management‚ Organizational Theory and Behaviour DOI: 10.1093/oxfordhb/9780199207268.001.0001 An HRM Perspective on Employee Participation Peter Boxall‚ John Purcell DOI: 10.1093/oxfordhb/9780199207268.003.0002
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effectiveness is likely to suffer. The literature on devolution suggest that there are a number of limitations that can limit the performance of line managers in putting HRM policies in to practice (Renwick‚ 2002; McGovern et al.‚ 1997; Whittaker & Marchington‚ 2003; Hall & Torrington‚ 1998‚ Gennard & Kelly‚ 1997). Line managers can have a lack of desire or capacity in implementing HRM. Besides‚ they do not have the right competences for managing people. Furthermore‚ line managers can experience
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update * Gillian Watson and Kevin Gallagher. Managing for Results (2005) * JACS The A-Z of Work‚ A Handbook for Employers * Malcom Martin and Tricia Jackson‚ CIPD Personnel Practice (2005) * Mike Spurling and Edward Trolley * Mick Marchington and Adrian Wilkinson. Human Resources Management at Work People Management and Development (2005) * http://www.businessballs.com/kolblearningstyles.htm (accessed 01/04/10) [ 2 ]. CIPD Survey Report (November 2008) Who learns at work? Employees’ experiences
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increasingly important aspect of business and the way in which this is deployed and communicated can have a direct impact on staff‚ and therefore on the success of the company. People really do “make the difference”. According to Mick Marchington and Adrian Wilkinson in their book “People Management and Development”‚ there are 4 main reasons why HR planning can be regarded as important: * It encourages employers to develop clear and explicit links between their business and human resource plans
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