Module Code: H7ER
Long Title Employment Relations - an Introduction
Title Employment Relations - an Introduction
Module Level: LEVEL 7
EQF Level: 6
EHEA Level: First Cycle
Credits: 10
Module Coordinator: FRANCIS BLACK
Module Author: FRANCIS BLACK
Departments: School of Business
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Demonstrate an acceptable understanding of the contrasting and competing theoretical approaches / models that underpin industrial relations.
LO2 Show an appreciation of the nature and impact of the contextual influences on the framework of contemporary Irish industrial /employee relations.
LO3 Be capable of demonstrating awareness of the main sources and types of Irish employee protection legislation.
LO4 Show an appreciation of the complexity and dynamism of the various parties' role(s), including strategic choice, in the management of employment relations.
LO5 Learn how people professionals can work with employees and trade unions to sustain mutuality and voice.
LO6 Demonstrate an awareness of the nature of workplace conflict and an appreciation of the historical and emerging conflict management / resolution strategies.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements

As per programme requirements (outlined in 4.2.2 Minimum requirements for general learning) 
 

Module Content & Assessment

Indicative Content
Overview
The indeterminacy of employment relations systems; perceptions, perspectives and ideology; the nature and place of work in contemporary society; balance of power; economic and psychological contracts; wider environmental constraints, historical development of subject, relevance of HRM. The different interests and perspectives of employees and employers is relevant here, along with collective and individual ways of managing and the ways in which power is deployed.
The context of employee relations
Definition of the labour market; its relevance to the subject of employee relations; the European Union; institutions of labour market regulation; indigenous and multinational organisations; changing patterns of workforce diversity; part-time, casual and atypical forms of employment; the contested nature of labour market flexibility. This will also cover employee perspectives of organisational justice, trust and fairness.
The legal basis of the relationship
Contract of employment; contrasting viewpoints of the contract; principal features; written particulars of terms and conditions; psychological contract and its impact on management of employment relations; sources of law-making, including EU institutions; the way contracts can be altered.
Individual and collective employment rights - Irish Labour Law
the 1990 Industrial Relations Act; purpose of the act; different parts of the legislation; implications for parties. The key legislations and their implications on employment relations.
Worker voice, Involvement and Participation
Definitions and contrasting of concepts; legislative framework; collective bargaining, emerging legislation - eye to the future, and organisational practices of the concepts.
Flexible working, Pay and employees well-being
Contemporary flexible working practices and implications for employees and their wellbeing, payment systems, employee wellbeing and role of rewards in organisational justice.
Managing conflict in organisations
Grievance and Discipline policies and procedures; theoretical (IR) basis; causes and costs of conflict and their relationship to perceptions of trust and fairness, traditional and alternative dispute resolution approaches; developments in ‘good practice’ in organisations and relevant case studies.
Assessment Breakdown%
Coursework100.00%

Assessments

Full Time

Coursework
Assessment Type: Continuous Assessment % of total: 100
Assessment Date: n/a Outcome addressed: 1,2,3,4,5,6
Non-Marked: No
Assessment Description:
This module will be 100% continuous assessment with individual work to be submitted on at the end of teaching. The module assessment requires that students show their appreciation of the concepts and theories covered in the module and their application in a real-life situation. Details of this are provided in a separate assignment brief. Formative Assessment may be through tutorials & case studies. Tutorial will also be run to support the completion of the assessment for this module in addition to lecture content. The summative assessment will examine all learning outcomes.  The assignment brief will be issued to learners at the start of the module.
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
Reassessment Description
Repeat Strategy: Feedback on work submitted will be given and the Repeat Assignment will involve reflection on that feedback and improving and reworking the original submission. In some instances, an alternative new assignment may be given. 

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom and demonstrations 32 Per Semester 2.67
Directed Learning Directed e-learning 6 Per Semester 0.50
Independent Learning Independent learning 212 Per Semester 17.67
Total Weekly Contact Hours 3.17
Workload: Part Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecturer Supervised Learning 30 hours lecture contact and 6 hours blended/ online to be delivered in Block 2 36 Every Week 36.00
Independent Learning Block 2 214 Every Week 214.00
Total Weekly Contact Hours 36.00
 

Module Resources

Recommended Book Resources
  • Cecilie Bingham. (2016), Employment Relations, Sage Publications Limited, p.384, [ISBN: 9781446272596].
Supplementary Book Resources
  • Nikoloski, N., Dimitrova, J., Koleva, B. & Miteva, K.E. (2014), rom Industrial Relations to Employment Relations with Focus on Employee Relations, International Journal of Sciences: Basic and Applied Research.
  • Townsend,K. & Wilkinson, S. (2014), Guest editors’ note: time to reconnect the silos? Similarities and differences in employment relations and human resources human resource management, Vol. 53.
  • Bernhardt, J. & Krause, A. (2014), Flexibility, performance and perceptions of job security: a comparison of East and West German employees in standard employment relationships, Employment & Society.
  • Ackers, P, (2015),Trade unions as professional associations. Finding a Voice at Work, pp.95-126.
  • Goodbody. (2016), The regulation of work in Ireland. A publication for “Investing in Ireland Series”, IDA, Dublin.
  • Wilkinson, A. & Barry, M. (2016), Pro-social or Pro-management? A Critique of the Conception of Employee Voice as a Prosocial Behaviour within Organizational Behaviour, British Journal of Industrial Relations.
  • Fulton, L. (2015), Collective Bargaining in Ireland - Worker representation in Europe. Labour Research Department and ETUI. Produced with the assistance of the SEEurope Network, online publication available at http://www.workerparticipation.eu/National-Industrial-Relations.
  • Teague, P., Roche, W.K., Gormley, T. & Currie, D. (2015), The Changing Pattern of Workplace Conflict in Ireland, Ch. 2 of Managing Conflict in the Workplace: Alternative Dispute Resolution in Ireland, Dublin: Institute of Public Administration.
  • Roche, B. (2015), A Summary of grievance handling in various firms, In Managing Workplace Conflict – Alternative Dispute Resolution in Ireland by Teague, P. et al. (2015), IPA, Dublin.
  • Kmec, J.A., O’Connor, L.T. & Schieman, S. (2014), Not ideal: The association between working anything but full-time and perceived unfair treatment., Work and Occupations, p.63-85.
  • Tailby, S. & Moore, S. (2014), Collective bargaining: building solidarity through the fight against inequality and discrimination, Journal of Industrial Relations.
  • Tzafrir, S. S. (2005), The relationship between trust, HRM practices and firm performance, The International Journal of Human Resource Management.
  • Tzafrir S and Dolan S. (2004), Trust me a multiple Item Scale for Measuring Managers ‘Employee Trust’, Management Research, Vol 2 (2)115-32.
  • Hollander-Blumoff, R., Tyler, T.R. (2008), Procedural justice in negotiation: procedural fairness, outcome acceptance, and integrative potential, Law Soc. Inq. Vol.33, pp473–500.
  • Smith, A., Elliott, F. (2012), The demands and challenges of being a retail store manager: ‘Handcuffed to the front doors, Work employment and society, Vol.26 (4) pp. 676–684.
  • Farndale, E. and Kelliher, C. (2013), Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp.879-897.
  • NCI library. Budd (2017). Labour relations: striking a balance – 5th ed.
  • NCI library. Gennard (2016). Managing employment relations - 6th ed.
  • Steve Williams. (2017), Introducing Employment Relations, Oxford University Press, p.464, [ISBN: 9780198777120].
This module does not have any article/paper resources
Other Resources
Discussion Note: Assessment reviewed and refined as part of annual programme review