Disciplinary Procedures (Term Paper Sample)

Employee Relations
Author Name
Institution
Introduction
The essay below will discuss the role of HRM in the work place. It will assess the integration of HRM and disciplinary procedures in achieving the desired code of conduct in the workplace. The essay will define HRM and encapsulate its function in line with the definition pointed out by various authors. The essay will also define discipline and its role in the workplace. It will discredit the notion that discipline is used to scare employees in the workplace.
The essay will also point out the impact of worker performance in labour productivity. It will discuss the role of HRM in monitoring worker performance. Performance management involves setting a work environment where people are able to work to the best of their ability.. Performance management is a strategy relating to every aspect of the organization. These aspects include policies of human resources, culture and communications systems.
The essay will analyse two case studies. The case studies will point out the role of regulations in addressing employee relations. The case studies will describe the role of trade unionism. The case studies will be discussed in detail and the outcome of each analysed in resolving labour market issues.
The essay will also discuss the issues in the labour market. Labour market can be said to be a strategy in which human labour is sold and bought as a commodity. The essay will describe the labour situation in UK. It will also analyse the issue of low productivity in the labour market.
Human Resource Management
Most people find HRM as an elusive and vague topic. Many authors have attempted to define HRM in relation to organizational performance. According to Purcell (1999), HRM is a tool involved in the management of labour in the workplace. Human resource management refers to a process used to create a relationship between the management and staff. Human resource management deals with issues of employees. In simple terms, it is involved in labour management in the workplace. Purcell views HRM as a management tool that deals with issues such as commitment, hiring, teamwork, compensation, performance management and development of the organization. It also deals with safety, benefits, wellness, communication, motivation and training.
Bach describes HRM as a process of the management that if well utilised, may help the organisation gain a competitive edge over its rivals. HRM is a strategy used to manage people in the workplace. An effective HRM enables employees to be productive and effective towards the organization’s objectives and goals. It is the role of HRM to give strategic direction, measurements and metrics to show value. The aim of HRM is to maximize the units of labour to full capacity. Bach argues that HRM is a philosophy of managing people to effectively use the available resources to gain a competitive edge over its rivals (Bach, 2003).
According to Guest (2002), HRM is a multi-dimensional tool. HRM is a tool that creates a perceived relationship between the management and staff. It is a tool based on six dimensions. HRM is a strategy with practices to achieve certain outcomes. The outcomes could be financial, behavioural or financial. Guest describes HRM as a tool that is alienated to the strategic management rather than the traditional personnel management.
Sisson defines HRM as a process that adopts an individualistic approach to management of human resources. The definition moves away from collectivism addressed by trade unionism. HRM is a tool that emphasizes on commitment rather than absolute control. The definition of HRM, discipline and control is distinct from each other (Sisson and Storey, 1993).
The controversy surrounding the definition of HRM has dissipated over the years. According to Bach (1994), this has been as a result of encompassing broader definitions. The various definitions of HRM articulate HRM as an ideology used by the management to gain control over the workforce. HRM encompasses a variety of skills and specialties in an organization. In the modern economy, HRM is core in performance management. However, the role of HRM varies from administrative to management depending on the organization.
HRM is an important tool in any kind of organisation. Managers need to work closely with HR in addressing employees’ issues in the organisation. In terms of employees issues managers need to seek advice from the HRM.
The labour market issues include unemployment, employment, wages and participation rates. Labour markets provide a structure where workers and employers interact regarding working conditions, jobs and pay. Processes of collective bargaining and the institutions influence the outcome of labour market. It is also influence by role played by trade unions and employer’s organization. The labour market realities include factors such as hiring, retention, firing, rewards, punishments and promotions.
Peter Nolan discusses the issue of labour market in the UK. He describes diversity of work in UK as one of the major issues in the labour market. Nolan assesses the regulations in the employment sector. Nolan argues that globalization and increase in technology have an effect in mobility of labour. He however, points out that the labour market has been affected by industrialization which has led to poor working conditions and insecure lifestyles (Nolan, 2011).
Modernisation of the UKs labour sector lies with the nation government which addresses ‘employment for all’. Development of flexible working conditions will improve the country’s low productivity in labour. It will also increase competitiveness of UK in the employment sector (Nolan, 2004).
The labour market has been encompassed with various issues. According to Kaufman (2002), long term unemployment has been an issue of concern. Despite increased employment opportunities, long term unemployment remains an issue in the labour market. This problem has been contributed by both social and economic factors. Human capital depreciates as the number of unemployment years increases. Chances of being employed diminish due to long periods of unemployment.
Bruce Kaufman argues that low productivity in labour has been caused by low number of employees in trade unions hence diminishing the power of collective bargaining. This has led to erosion of laws in the workplace (Kaufman, 2008).
Discipline and Control
The main purpose of discipline is to correct behaviour. It is a teaching and improvement tool in the workplace. A positive approach can solve the problem without punishment. Discipline in the work place is used to improve performance. The purpose is to alert employees to their behaviour. It is used to correct employee’s misdeed and help them attain high performance level.
HRM and disciplinary procedures work hand in hand to ensure that the regulations in the workplace are followed (Purcell and Boxall, 2003). From the definition of HRM by Sisson, discipline should be emphasized as commitment from the employees. It should not be imposed. It should not be employed as a control tool which follows a top-down approach. Discipline should come from within the employees. Purcell describes HRM as management of labour. Similarly, discipline ensures HRM manages labour in an effective manner. It is an aspect that entails high commitment from the employees.
Employees should clearly understand the discipline procedures of their companies. It is the function of HRM to ensure that employees are fully aware of consequences of breach of conduct. The procedures should be clear and precise. It should be in tandem with the laid regulations by the legal authorities. A proper HRM framework is critical in addressing disciplinary issues by encouraging commitment. Commitment is encouraged through creating a sense of belonging among the employees.
Each work place has its own regulations. The authorities, trade unions or employers can formulate job regulations. Joint regulations are carried out when employees have a bargaining power. Here, employees feel more valued in the organization. Flanders and Clegg advocate for a collective approach in formulation of regulations (Clegg 1976; Flanders, 1973).
Just like labour, discipline is embodied in human beings. It is not a commodity. Regulations should improve the efficiency in the organisation. Employees should perceive regulations in the work place as fair. The rules should be consistent with the collective agreement. Regulations should be reviewed from time to time to reflect operational realities. Where changes have been made, communication should be done to the employees immediately.
Labour Market and Ideologies
Managers use ideas and perspectives as mechanisms of control. Ideologies help managers legitimise their policies. They also give reassurance to managers in matters of the organisation. There are various forms of ideologies used by managers as control mechanisms. Ideologists adopt Marxism, pluralism and Unitarism as mechanisms of managing the labour market.
According to Clegg (1976), collectivism through trade unionism is one of the key aspects in addressing labour problems. He arbitrated a pluralist view centred on collective bargaining. He was able to achieve this through a continuous criticism of the Marxist wing of the British Labour movement. Issues of Industrial relations were better addressed through trade unions. According to Clegg, for trade unionism to prosper, the trade unions need to be independent of the state.
Pluralists encourage different beliefs in the organisation. Conflict is not viewed as an obstacle. This ideology encourages consultative form of management. It also encourages participative decision making. Pluralist managers use conflict to engage conflicting groups.
Pluralists adopt a ...