Reflective Learning Portfolio

Question: ExplainReflective Learning Portfolio. Answer: Participation in the class learning process has helped me gather an in-depth knowledge about the topic Industrial relation. I have obtained greater understanding and knowledge on this topic in my classes, under the guidance of my class teacher, who specializes in this topic. In the first week, I have learned about the different theories related to employee relation and their applicability in actual practice. For instance, from the Unitarism theory of employee relation, I have understood that organizations are regarded as a collection of individuals and groups having the same goals, interest and values. I have come to understand that the central authority of the organization remains vested in the hands of the managers of organizations. According to this theory, it is only the manager, who will be responsible for forming the rules and regulations of organizations. These rules and regulations will be formed with an aim to instill loyalty in employees and keep them under control. This th eory is applied in such a situation, where conflictions among employees are at high level and the mangers are to strictly control these conflictions (Tapia, Ibsen and Kochan 2015). Apart from that, I have also learned about scientific management theory that synthesizes and analyzes the workflow of the employees. I have understood the rationality of this theory, which lies in improving the economic condition and productivity of the employees by maintaining a high level of harmonious relationship with the employees. In addition to this, I also learned about the Pluralism theory of employee relation, in which the managers of organizations maintain a well-established employee relation by decentralizing the power. According to this theory, managers dedicate some authority to the employees. This theory is applicable in such situation, where employees are capable enough to take responsibilities of their organization (Cox 2015). Furthermore, I have learned about Dunlops theory of employee r elation, which is dependent on the hierarchy of managers, workers and the government agency. Employee relation is also dependent on technological, market and shared ideology of the actors (Nakano 2014). In the second week, I learned about the context in which employee relation occur in organizations. Employee relation occurs in various contexts and is influenced and limited by the same. These contexts can be segregated on numerous grounds. I realized that employee relations are best maintained during the negotiation process with management. Negotiation may take place between the employees and management, when employees demand some benefits from the management in terms of wages, working condition and other benefits (Lansbury and Bamber 2013). Apart from that, I have also understood that the employee relation can best be developed, when the representatives of employees enter into a discussion with management regarding their organizational condition. In the third week, I have come to understand the role and importance of Trade Unions in determining the wage for the employees of organization. Trade Unions have complete power on the demand and supply of labor in the labor market. Trade Unions have the authority to negotiate with the management regarding the wellbeing of the employees (Nakano 2014). Through leadership, the Trade Unions bargain with the management to determine the remuneration. I have learned that collective bargaining is the process through which Trade Unions can achieve a collective agreement for the employees regarding the remuneration. I feel that Trade Unions exercise some amount of rights on the employees and often act as mediators between the employees and the employers. They make sure that they are able to voice the concerns of the employees to the management.. In this way, the conflicts among the employers and employees are minimized. It also increases the productivity of the organization that actually facil itates in developing the economy of the organization. In the fourth week, I have realized that there are numerous legislations for conducting employee relations within organizations. These legislations have great impact and influence on the conduct of employee relations. The first legislation that I have learned regarding employee relation is Employee Compensation Act 1923. In this act, the employers are restricted to set a working time of 8 hours. This Act suggests the employers to provide adequate remuneration so that employee relation can be maintained. Apart from that, I have understood the rationality of Equal Opportunity Act 1984 that provides equal opportunity to all the employees in terms of employment, remuneration and promotion. In the concept of industrial relation, I have come to know about some of the major causes of industrial confliction. In the fifth week, I have learned about the wage and benefit factors in industrial conflict. The organizations are likely to reduce the cost of the organization through low payment to the employees. Apart from that, I have also realized that many employers increase the working hours of the employees with an intention to increase organizational productivity. Conflicts can arise when employees are asked to work in excess and for a longer duration beyond their normal working hours (Keune and Marginson 2013). Moreover, I have also realized that organizations often tend to cut down the workforce structure with an aim to reduce cost. This in turn leads to industrial conflicts. In the sixth week, I have learned some of the managerial strategies for employee relation that can enhance industrial relation. I have realized that the manager should practice a participative managerial style for engaging the employees in the organizational progress. The manager should delegate some authority to the employees so that they can feel a sense of value within their workplace (Sen and Lee 2015). It is my perspective that a high sense of value will facilitate the employees to build a higher level of employee relation. Reference List Cox, A., 2015. The pressure of wildcat strikes on the transformation of industrial relations in a developing country: The case of the garment and textile industry in Vietnam.Journal of Industrial Relations,57(2), pp.271-290. Keune, M. and Marginson, P., 2013. Transnational Industrial Relations as Multià ¢Ã¢â€š ¬Ã‚ Level Governance: Interdependencies in European Social Dialogue.British Journal of Industrial Relations,51(3), pp.473-497. Lansbury, R.D. and Bamber, G.J., 2013. Technological Chang, Industrial Relations and Human Resource Management.New Technology: international perspective on human resources and industrial relations (London: Unwin Hyman, 1989), pp.3-37. Nakano, S., 2014. Maastricht Social Protocol Revisited: Origins of the European Industrial Relations System.JCMS: Journal of Common Market Studies,52(5), pp.1053-1069. Sen, R. and LEE, C.H., 2015. Workers and social movements of the developing world: Time to rethink the scope of industrial relations?.InternationalLabour Review,154(1), pp.37-45. Tapia, M., Ibsen, C.L. and Kochan, T.A., 2015. Mapping the frontier of theory in industrial relations: the contested role of worker representation.Socio-Economic Review,13(1), pp.157-184.