The nature of the employment relationship, its indeterminacy, and its various frames of reference
The contested nature of work and the potential for cooperation and conflict
Managerial strategies impacting on employment relations, including management styles and attitudes to trade unions and to employees in both union and non-union environments
Challenges to good employment relations, including the global, economic and social environment, sectoral shifts and changing nature of work
Indirect and direct forms of employee voice, including union-based, and use of analytics regarding voice
The influence of the state and government policy
The role and contribution of third parties in managing employment relations, including the mechanisms of arbitration, mediation and conciliation
Pay determination, including collective bargaining and negotiation
Designing and implementing conflict management strategies, such as discipline and grievance handling
Managing redundancy, including consultation, and mitigating organisational risk

Evidenced/theoretically underpinned analysis aimed at informing the organisations Employment Relations Strategy. Students will use the context of their own workplace and its challenges and will draw on their learning to evaluate existing policy/practice and identify potential areas for change that will support both individual and organizational success (LOs 1, 2, 3, and 4).
No primary research is required for this assignment. The student’s own knowledge of their organization and its current approach will serve as the context to apply their learning, reflect, explore and analyse.

Tutor-led sessions to introduce students to a wide range of theories, concepts, models and ideas
Pre-session tasks, supported by guided reading
Problem-solving tasks during sessions utilising case studies, reports, real-life examples
Student input through discussion, presentation and debate

1. Understand the different Perspectives on employment relations and how they influence the roles of people professionals and line managers
Knowledge and understanding
Analysis

2. Understand how external institutions can shape employment relations at organizational level
Knowledge and understanding
Learning

3. Understand how people professionals can work with employees and trade unions to sustain mutuality and voice
Analysis
Application
Communication

4. Understand how people professionals work with employees and trade

unions to mitigate organizational risks
Knowledge and understanding
Problem-solving

VLE (Blackboard) materials, including links to contemporary and professional sources of ER information and advice
Digitized reading pack via ‘Readling Lists Online’
Case studies

Aylott , E. (2018) Employee relations: a practical introduction . 2nd ed. London: CIPD Kogan Page.
Bennett , T., Saundry , R. and Fisher , V. (2020) Managing employment relations . 7th ed. London: CIPD Kogan Page.
Dundon , T., Cullinane , N. and Wilkinson , A. (2017) A very short, fairly interesting and reasonably cheap book about employment relations. London: Sage.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2020) Human resource management at work: the definitive guide. 7th ed. London: CIPD Kogan Page. (Chapters 2, 5 , 6, 10, 11, 12 and 1 3.)
Wilkinson , A., Dundon , T. and Donaghey , J. (eds) (2018) Routledge companion to employment relations . Abingdon: Routledge.
Williams , S. (2017) Introducing employment relations: a critical approach . 4th ed. Oxford: Oxford University Press.

Are you ready to reinforce your HR credentials and embrace the challenge of gaining some specialist expertise in managing employment relations? Then the Strategic Employment Relations module will offer you the opportunity to develop your knowledge and skills in this area. You will learn how the right employment relations strategy lies at the heart of organizational success in a contemporary, dynamic economic and political context, while also mitigating risk. By exploring the nature of the employment relationship, you will come to appreciate the competing perspectives of managers, trade unions and employees, and thus evaluate various policies and practices, anticipate their outcomes, and promote effective practice. As you explore the various topic areas you will be encouraged to reflect on the implications for your own workplace and develop the knowledge and skills to enhance your contribution as a people management professional.