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Introduction

Employee relations involve the policies, procedures and practices adopted by organisations within any given country. Employee relation systems are usually shaped by the corporate culture prevailing within the country of study. Certain countries have instituted mechanisms that affect the relationships between management and their staff. It should be noted that employee relation systems may deal with collective issues relating to workers in a particular industry or may chicago cubs #14 jersey deal with individual issues peculiar to certain organisations. A good employee relations systems is one in which there is a merger between the management structures in existence within any one organisation and the concerns brought forward by the organisation's employees. In addition, it should also be flexible. (Schregle, 1981)

Theories related to employee relations

There are certain theories that will act as a background and baseline for this comparative analysis. The first one was brought forward by a human resource management author called Douglas McGregor. This author strongly believed in the power that the human being has within an organisation. He claimed that management is dependent on its employees just as the latter need the former. McGregor believed that management have the ability to determine whether or not their organisation was a success depending on how they chose to carry forward their management practices.

The author came up with a human relations theory called theory Y. In this theory, he asserted that all employees have the capacity to change. Consequently, management should endeavour to match employee goals and objectives to the organisation. Since these employees were able to grow in terms of their capacity to handle greater responsibility and to grow position wise, management should try its best to match their overall developmental activities within the organisation to individual ones. Indeed, theory Y forms one of the major guidelines for good employee-relations-systems in any country. We will therefore use this as a sort of barometer to check on the legitimacy and appropriateness of the employee relations chicago cubs #14 jersey between the two countries under study.

Another theory that will also serve as a backbone in the essay is the theory of the three S's as postulated by Bartlett and Ghoshal; where the three S's are strategy, systems and structures. In this theory, the two authors believed that management had the distinct and fundamental responsibility to come up with organisational strategy. This would lay the foundation for organisational structures within any one organisation. In this management system, more emphasis is placed on the importance of aligning employees to organisational behaviour. Adherents to this theory assert that human beings can be replaced and must therefore not be the focus in human resource management. This is why most activities are seen as a form of control and enforcement of discipline by employers towards their employees. Organisations and countries adhering to this theory are quite hierarchal. Beside this, their structures precede their strategies. (Bartlett and Sumantra, chicago cubs #14 jersey 1994)

The latter theory is slowly phasing out. This has come after the realisation that the most useful resource within any company is its human resource. Employees have the ability to be creative and to apply knowledge appropriately to suite any given organisation. Consequently, there is a need to adopt a totally different approach to management. Most developed countries realise that there are no returns when the organisation places too much emphasis on controlling its employees because this only serves as backbone for conflicts. The better approach is to try and create a rich corporate culture and clearly defined organisational objectives. Besides this, employee relation systems are moving way from the need to institute stringent structural systems. Instead, there is more emphasis on developing individuals within the organisation so that their perspective may be enlarged and they can contribute to organisational growth. (Schein, 1995)

One can therefore say that countries whose employee relation systems are centred towards people rather than strategy are more effective in the attainment of their goals. Such employee relations systems are normally characterised by good communication both vertically and horizontally within the organisation. Besides this, there is involvement of employees in decisions made by the company, i.e. it is not a task reserved for top management alone. The basic characteristics necessary for running a successful organisation cut across national lines and should be applied in global enterprises. Management is moving away from the view that it is a depiction of status; these days it has become more of an activity. Therefore countries following this principle are the most successful.

Human Resource practices and Policies

Human Resource management policies and practices are supposed to be such that they bring about good career development, management styles geared towards the employees, open and effective communication, motivational systems and efficient recruitment strategies. When organisations adopt this kind of activities, then they will affect overall performance within their enterprise positively and will also reinforce achievement of their objectives.

In Eire, human resource policies and practices are such that management has included them in their corporate strategies. This is quite evident in most of the companies such as Tesco Ireland and Diageo. This is quite advantageous to organisations because policies will not be considered as something that is exclusive to the human resource department. In Eire, this is something that all members of an organisation take up as part and parcel of their culture. Consequently, most managers in Ireland consider human resource policies and practices as something that gives them a source of competitive advantage. This is line with ‘best practice' theories of human resource management. (Schregle, 1981)

Perhaps the reason why Ireland adopted this sort of strategy was because they realised the benefits that come with it. One such benefit is that workplace environments in which employers and employees view themselves as adversaries are not conducive for the organisation. This situation will be propagated when policies and practices within organisations are viewed as distinct and separate from the rest of the organisation. In Singapore, their employee relations systems are centred towards the opposite effective. Most of their organisations adhere to the belief that workers are a means towards an end.