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Managing employee relations Section A: (theme: partnership) Using the case study provided (London Ambulance NHS Trust) and IPA report: Partnership Working – A Practitioner’s Guide (see attachments), answer the following questions: 1) What do you understand by Partnership Working? And why it is significant? 2) What are the motives of the drivers of partnership working at London Ambulance Service (LAS)? 3) Provide analysis of partnership working at LAS. Is partnership working in LAS robust or shallow? 4) How can you improve partnership in LAS? (Recommendations how could you embed partnership in LAS)? Note: You must use the case study to refer to you discussion Section B :( theme: employee engagement) Explain what Macleod Report (2009) (see attachments), says about employee engagement. There are four drivers of employee engagement mentioned in Macleod Report (2009) , select two and develop criticism analysis of them. Section C: (theme: negotiations) Imagine you have to give a talk about labour relations negotiations, how negotiations undertaken (steps & stages of negotiation) ? Note: answer each section separately (3 essays) Recommended readings: ? Section A : Partnerships at Work: ACAS (2006) Partnership at Work: Studies in Employee Involvement. Bacon N & Samuel P (2009) Partnership agreement adoption and survival in the British private and public sectors, Work, Employment and Society, Vol 23 (2) 231-248. Danford A, Richardson M, Stewart P, Tailby S & Upchurch M (2004) Partnership, mutuality and the high-performance workplace: a case study of union strategy and worker experience in the aircraft industry, in G Healy et al. The Future of Worker Representation. Dietz G (2004) ‘Partnership and the development of trust in British Workplaces, Human Resource Management Journal 14 (10) 5-24. Dobbins A & Gunningle P (2009) Can voluntary workplace partnership deliver sustainable mutual gains? British Journal of Industrial Relations, Vol 47 (3) 546-570. Donaghey J & Teague P (2007) The mixed fortunes of Irish unions: living with the paradoxes of social partnership, Journal of Labour Research, Vol XXVIII (1) 19-41. Douglas M (2010) The removal of workplace partnership in the UK Civil Service: A trade union perspective. Industrial Relations Journal, Vol 41 ( 3) 218 – 232. Dobbins T & Dundon T (2011) Workplace partnership and the Future Trajectory of Employment Relations within Liberal Market Economies, in Wilkinson A & K Townsend, The Future of Employment Relations: New Paradigms, New Developments. Geary J & Trif A (2011) Workplace partnership and the Balance of Advantage: A Critical Case Analysis, British Journal of Industrial Relations, Vol 49 No (2) 44 – 69. Gennard J & Judge G (2010) Managing Employment Relations, Ch 10. Guest D & Peccei R (2001) Partnership at Work: mutuality and the balance of advantage? British Journal of Industrial Relations, Vol 39 No (2) 207-236. Guest D, Brown W, Peccei R & Huxley K (2008) ‘Does partnership at work increase trust? An analysis based on the 2004 WERS’. Industrial Relations Journal, 39 (2) 124 – 152. Haynes P & Allen M (2001) Partnership as union strategy: a preliminary evaluation, Employee Relations, Vol 23 (2) 164 – 187. IPA (1992) Towards Industrial Partnership, Involvement and Participation Association (www. Partnership-at-work.com) IPA (2011) Partnership Working – A Practitioner’s Guide (www.ipa-involve.com ) Johnstone S, Ackers P & Wilkinson A (2009) The British partnership phenomenon: a ten year review. Human Resource Management Journal, Vol 19 (3) 260-279. Kelly J (2004) ‘Social partnership agreements in Britain: Labour co-operation and compliance. Industrial Relations Journal 43, (1) 267-292. Knell J (1999) Partnership at Work, DTI. Oxenbridge S & Brown W (2002) The two faces of partnership? Employee Relations, Vol 24 (3) 262-277. Oxenbridge S & Brown W (2004) ‘ A Poisoned Chalice? Trade Union Representatives in partnership and Co-operative Employer-Union Relationships in Healy G, The Future of Worker Representation. Stuart M & Miguel Martinez L (2005) Partnership and Modernisation in Employment Relations. TUC (1999) Partners for Progress, New Unionism in the Workplace. Williams S & Adam-Smith D (2010) Contemporary Employment Relations, Ch. 6. ? Section B :Employee Engagement: ACAS (2011) The People Factor – engage your employees for business success. ACAS Booklet. ACAS (2011) Research Summary Unlocking Engagement: A review of the ‘Innovative Workplace Initiative’ ACAS Research Papers. ACAS (2012) Voice and Participation in the Modern Workplace: challenges and prospects, ACAS Future of Workplace Relations discussion paper series. Arrowsmith J & Parker J (2013) Delivering Employee Engagement: A Neo-Pluralist Departure for HRM? International Journal of Human Resource Management 24 (14) 2692-712. Boxall P & Macky K (2009) Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal, Vol 19( 1) 3 – 23. Brown A, Forde C & Spencer D (2008) Changes in HRM and job satisfaction, 1998-2004: evidence from the Workplace Employment Relations Survey. Human Resource Management Journal, Vol 18 (3) 237 – 256. CIPD (2006) How engaged are British Employees, Annual survey report, CIPD. CIPD (2010) Voice and engagement: how does collective consultation contribute? Research Insight, CIPD. CIPD (2011) Locus of engagement. Understanding what employees connect with at work. CIPD Research Insight CIPD (2011) Management competencies for enhancing employee engagement, CIPD. CIPD (2012) Managing for sustainable engagement: developing a behavioural framework. CIPD. CIPD (2013) Employee Engagement, CIPD Factsheet. Dibben P, Klerck G & Wood G (2011) Employment Relations: A Critical and International Approach, Ch 8. Constable S & Coats D (2009) Good Jobs, Work Foundation. Gennard J & Judge G (2010) Managing Employee Relations, Ch. 9. Godard J (2004) A Critical Assessment of the High-Performance Paradigm. British Journal of Industrial Relations, 42(2) 349-378. Hope- Hailey V, Robinson V & McCartney C (2012) Where has all the trust gone? CIPD Sustainable Organisation Performance, Research Report. Green F & Whitfield K (2009) Employees’ experience of work, in Brown W et al The Evolution of the Modern Workplace. IDS (2011) Employee Engagement, IDS HR Studies 946. IES (2004) The drivers of employee engagement, IES. IPA (2012) Releasing voice for sustainable business success, www.ipa-Involve.com Keenoy T (2014) Engagement: A Murmuration of Objects, in Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice. Macey W & Schneidner B (2008) The Meaning of Employee Engagement. Industrial and Organizational Psychology, No 1 pp 3 -30. Macleod D & Clarke N (2009) Engaging for Success: enhancing performance through employee engagement: a report to government. Department for Business Innovation and Skills. Nuttall G (2012) Sharing Success: The Nuttall Review of Employee Ownership, Department for Business Innovation and Skills. Purcell J (2014) Employee Voice and Engagement in Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice. Rayton B, Dodge T & D’Analeze G (2012) Engage for Successs:The Evidence, Employee Engagement Task Force “Nailing the evidence” workgroup. Rees C, Alfes K & Gatenby M (2013) Employee voice and engagement: connections and consequences, International Journal of HRM 24 (14)2780 – 2798. Robinson D, Hooker H & Hayday S (2004) The Drivers of Employee Engagement. Report 408 Institute for Employment Studies. Sanders D (2012) Placing Trust in Employee Engagement, Employment Relations Comment November 2012. Touchstone (2010) The Road to Recovery: How effective unions can help rebuild the economy. TUC Publications. Truss C, Shantz A & Sloan E (2013) Employee engagement organisational performance and individual well-being: exploring the evidence from developing the theory. International Journal of HRM 24 (14) 2657 – 2669. Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice. WAG (2008) Wales Public Service Workforce Engagement Framework, Welsh Assembly Government. Walker, S (2012) Employee Engagement & Communication Research: Measurement, Strategy & Action. Welbourne T (2011) Engaged in What? So What? A Role-based Perspective for the Future of Employee Engagement, in Wilkinson A & K Townsend, The Future of Employment Relations: New Paradigms, New Developments. Williams S & Adam-Smith D (2010) Contemporary Employment Relations: A Critical Introduction Ch. 5, 8 & 4. ? Section C: Negotiations and Bargaining : Brown W & Nash D (2008) ‘What has been happening to collective bargaining under New Labour? Interpreting WERS 2004’. Industrial Relations Journal 39 (2) 91-103. Brown W (2010) Negotiation and Collective Bargaining, in Colling T & Terry M Industrial Relations Theory and Practice. Burchill F (1999) ‘Review Essay: Walton and McKersie a behavioural theory of labor negotiations’. Historical Studies in IR Vol 8, (Autumn) 137-68. Burchill F (2008) Labour Relations, Ch. 9. Cairns L (1996) Negotiation Skills in the Workplace. Dundon T & Rollinson & (2011) Understanding Employment Relations, Ch 11 & 12 Fells R (1986) Managing Deadlock in Negotiation. Employee Relations, Vol 8 No.2. Fells R (2012) Effective Negotiation: from Research to Results. Findlay P, Mckinlay A, Marks A & Thompson P (2009) Collective bargaining and new work regimes: too important to be left to bosses. Industrial Relations Journal Vol 40 (3) 235-251. Gennard J & Judge G (2010) Managing Employment Relations, Ch. 11. Marginson P, Arorowsmith J & Gray M (2008) Undermining or refraining collective bargaining? Variable pay in two sectors compared. Human Resource Management Journal, Vol 18 (4) 327 -346. Martin R (1992) Bargaining Power. Morley I (2006) Negotiation and bargaining, in Hargie O (ed) The Handbook of Communications Skills. Rose E (2008) Employment Relations, Ch. 9. Singh R (1992) Negotiations in Towers B A Handbook of Industrial Relations Practice. Torrington, D Hall L & Taylor S (2005) Human Resource Management, Part IV 669 – 686. Walton R & McKersie R (1991) A Behavioural Theory of Labor Negotiations.

Managing employee relations

Section A: (theme: partnership)
Using the case study provided (London Ambulance NHS Trust) and IPA report: Partnership Working – A Practitioner’s Guide (see attachments), answer the following questions:
1) What do you understand by Partnership Working? And why it is significant?
2) What are the motives of the drivers of partnership working at London Ambulance Service (LAS)?
3) Provide analysis of partnership working at LAS. Is partnership working in LAS robust or shallow?
4) How can you improve partnership in LAS? (Recommendations how could you embed partnership in LAS)?
Note: You must use the case study to refer to you discussion

Section B  theme: employee engagement)
Explain what Macleod Report (2009) (see attachments), says about employee engagement. There are four drivers of employee engagement mentioned in Macleod Report (2009) , select two and develop criticism analysis of them.

Section C: (theme: negotiations)
Imagine you have to give a talk about labour relations negotiations, how negotiations undertaken (steps & stages of negotiation)

? Note: answer each section separately (3 essays)

 

Recommended readings:
? Section A : Partnerships at Work:

ACAS (2006) Partnership at Work: Studies in Employee Involvement.

Bacon N & Samuel P (2009) Partnership agreement adoption and survival in the British private and public sectors, Work, Employment and Society, Vol 23 (2) 231-248.

Danford A, Richardson M, Stewart P, Tailby S & Upchurch M (2004) Partnership, mutuality and the high-performance workplace: a case study of union strategy and worker experience in the aircraft industry, in G Healy et al. The Future of Worker Representation.

Dietz G (2004) ‘Partnership and the development of trust in British Workplaces, Human Resource Management Journal 14 (10) 5-24.

Dobbins A & Gunningle P (2009) Can voluntary workplace partnership deliver sustainable mutual gains? British Journal of Industrial Relations, Vol 47 (3) 546-570.

Donaghey J & Teague P (2007) The mixed fortunes of Irish unions: living with the paradoxes of social partnership, Journal of Labour Research, Vol XXVIII (1) 19-41.

Douglas M (2010) The removal of workplace partnership in the UK Civil Service: A trade union perspective. Industrial Relations Journal, Vol 41
( 3) 218 – 232.

Dobbins T & Dundon T (2011) Workplace partnership and the Future Trajectory of Employment Relations within Liberal Market Economies, in Wilkinson A & K Townsend, The Future of Employment Relations: New Paradigms, New Developments.

Geary J & Trif A (2011) Workplace partnership and the Balance of Advantage: A Critical Case Analysis, British Journal of Industrial Relations, Vol 49 No (2) 44 – 69.

Gennard J & Judge G (2010) Managing Employment Relations, Ch 10.

Guest D & Peccei R (2001) Partnership at Work: mutuality and the balance of advantage? British Journal of Industrial Relations, Vol 39 No (2) 207-236.

Guest D, Brown W, Peccei R & Huxley K (2008) ‘Does partnership at work increase trust? An analysis based on the 2004 WERS’. Industrial Relations Journal, 39 (2) 124 – 152.

Haynes P & Allen M (2001) Partnership as union strategy: a preliminary evaluation, Employee Relations, Vol 23 (2) 164 – 187.

IPA (1992) Towards Industrial Partnership, Involvement and Participation Association (www. Partnership-at-work.com)
IPA (2011) Partnership Working – A Practitioner’s Guide (www.ipa-involve.com )

Johnstone S, Ackers P & Wilkinson A (2009) The British partnership phenomenon: a ten year review. Human Resource Management Journal, Vol 19 (3) 260-279.

Kelly J (2004) ‘Social partnership agreements in Britain: Labour co-operation and compliance. Industrial Relations Journal 43, (1) 267-292.

Knell J (1999) Partnership at Work, DTI.

Oxenbridge S & Brown W (2002) The two faces of partnership? Employee Relations, Vol 24 (3) 262-277.

Oxenbridge S & Brown W (2004) ‘ A Poisoned Chalice? Trade Union Representatives in partnership and Co-operative Employer-Union Relationships in Healy G, The Future of Worker Representation.

Stuart M & Miguel Martinez L (2005) Partnership and Modernisation in Employment Relations.

TUC (1999) Partners for Progress, New Unionism in the Workplace.

Williams S & Adam-Smith D (2010) Contemporary Employment Relations, Ch. 6.

? Section B :Employee Engagement:
ACAS (2011) The People Factor – engage your employees for business success. ACAS Booklet.
ACAS (2011) Research Summary Unlocking Engagement: A review of the ‘Innovative Workplace Initiative’ ACAS Research Papers.

ACAS (2012) Voice and Participation in the Modern Workplace: challenges and prospects, ACAS Future of Workplace Relations discussion paper series.

Arrowsmith J & Parker J (2013) Delivering Employee Engagement: A Neo-Pluralist Departure for HRM? International Journal of Human Resource Management 24 (14) 2692-712.
Boxall P & Macky K (2009) Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal, Vol 19( 1) 3 – 23.

Brown A, Forde C & Spencer D (2008) Changes in HRM and job satisfaction, 1998-2004: evidence from the Workplace Employment Relations Survey. Human Resource Management Journal, Vol 18 (3) 237 – 256.

CIPD (2006) How engaged are British Employees, Annual survey report, CIPD.

CIPD (2010) Voice and engagement: how does collective consultation contribute? Research Insight, CIPD.

CIPD (2011) Locus of engagement. Understanding what employees connect with at work. CIPD Research Insight

CIPD (2011) Management competencies for enhancing employee engagement, CIPD.

CIPD (2012) Managing for sustainable engagement: developing a behavioural framework. CIPD.

CIPD (2013) Employee Engagement, CIPD Factsheet.

Dibben P, Klerck G & Wood G (2011) Employment Relations: A Critical and International Approach, Ch 8.

Constable S & Coats D (2009) Good Jobs, Work Foundation.

Gennard J & Judge G (2010) Managing Employee Relations, Ch. 9.

Godard J (2004) A Critical Assessment of the High-Performance Paradigm. British Journal of Industrial Relations, 42(2) 349-378.

Hope- Hailey V, Robinson V & McCartney C (2012) Where has all the trust gone? CIPD Sustainable Organisation Performance, Research Report.

Green F & Whitfield K (2009) Employees’ experience of work, in
Brown W et al The Evolution of the Modern Workplace.

IDS (2011) Employee Engagement, IDS HR Studies 946.

IES (2004) The drivers of employee engagement, IES.

IPA (2012) Releasing voice for sustainable business success, www.ipa-Involve.com

Keenoy T (2014) Engagement: A Murmuration of Objects, in Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice.

Macey W & Schneidner B (2008) The Meaning of Employee Engagement. Industrial and Organizational Psychology, No 1 pp 3 -30.

Macleod D & Clarke N (2009) Engaging for Success: enhancing performance through employee engagement: a report to government. Department for Business Innovation and Skills.

Nuttall G (2012) Sharing Success: The Nuttall Review of Employee Ownership, Department for Business Innovation and Skills.

Purcell J (2014) Employee Voice and Engagement in Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice.

Rayton B, Dodge T & D’Analeze G (2012) Engage for Successs:The Evidence, Employee Engagement Task Force “Nailing the evidence” workgroup.

Rees C, Alfes K & Gatenby M (2013) Employee voice and engagement: connections and consequences, International Journal of HRM 24 (14)2780 – 2798.

Robinson D, Hooker H & Hayday S (2004) The Drivers of Employee Engagement. Report 408 Institute for Employment Studies.

Sanders D (2012) Placing Trust in Employee Engagement, Employment Relations Comment November 2012.

Touchstone (2010) The Road to Recovery: How effective unions can help rebuild the economy. TUC Publications.

Truss C, Shantz A & Sloan E (2013) Employee engagement organisational performance and individual well-being: exploring the evidence from developing the theory. International Journal of HRM 24 (14) 2657 – 2669.

Truss C, Delbridge R, Alfes K, Shantz A & Soane E (2014) Employee Engagement in Theory and Practice.

WAG (2008) Wales Public Service Workforce Engagement Framework, Welsh Assembly Government.
Walker, S (2012) Employee Engagement & Communication Research: Measurement, Strategy & Action.

Welbourne T (2011) Engaged in What? So What? A Role-based Perspective for the Future of Employee Engagement, in Wilkinson A & K Townsend, The Future of Employment Relations: New Paradigms, New Developments.

Williams S & Adam-Smith D (2010) Contemporary Employment Relations: A Critical Introduction Ch. 5, 8 & 4.

? Section C: Negotiations and Bargaining :

Brown W & Nash D (2008) ‘What has been happening to collective bargaining under New Labour? Interpreting WERS 2004’. Industrial Relations Journal 39 (2) 91-103.

Brown W (2010) Negotiation and Collective Bargaining, in Colling T & Terry M Industrial Relations Theory and Practice.

Burchill F (1999) ‘Review Essay: Walton and McKersie a behavioural theory of labor negotiations’. Historical Studies in IR Vol 8, (Autumn) 137-68.

Burchill F (2008) Labour Relations, Ch. 9.

Cairns L (1996) Negotiation Skills in the Workplace.

Dundon T & Rollinson & (2011) Understanding Employment Relations, Ch 11 & 12

Fells R (1986) Managing Deadlock in Negotiation. Employee Relations, Vol 8 No.2.

Fells R (2012) Effective Negotiation: from Research to Results.

Findlay P, Mckinlay A, Marks A & Thompson P (2009) Collective bargaining and new work regimes: too important to be left to bosses.
Industrial Relations Journal Vol 40 (3) 235-251.

Gennard J & Judge G (2010) Managing Employment Relations, Ch. 11.

Marginson P, Arorowsmith J & Gray M (2008) Undermining or refraining collective bargaining? Variable pay in two sectors compared. Human Resource Management Journal, Vol 18 (4) 327 -346.

Martin R (1992) Bargaining Power.

Morley I (2006) Negotiation and bargaining, in Hargie O (ed) The Handbook of Communications Skills.

Rose E (2008) Employment Relations, Ch. 9.

Singh R (1992) Negotiations in Towers B A Handbook of Industrial Relations Practice.

Torrington, D Hall L & Taylor S (2005) Human Resource Management, Part IV 669 – 686.

Walton R & McKersie R (1991) A Behavioural Theory of Labor Negotiations.

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