Evaluate the ways in which employee and industrial relations are related to strategic HRM, and what an organization can do to improve both. Keys to the Assignment Key aspects that should be covered in this case study include: Engaging employees Employee performance and documentation Complaint systems and whistleblowers Communications and trust Unions and management Other areas which you feel are relevant to employee and industrial relations Your paper should demonstrate critical thinking and analysis of the relevant issues, drawing upon all of the required background readings and any relevant sources from prior modules, courses, and/or your own Internet research. Assignment Expectations Your paper will be evaluated on the following seven (7) points: Precision – Does the paper address the question(s) or task(s)? Breadth – Is the full breadth of the subject, i.e., all the keys to the assignment, addressed? Depth – Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references? Critical thinking – Are the concepts of this module applied accurately, logically, and relevantly? Organization – Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages? Clarity – Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations? Referencing (citations and references) – Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation? Abbott, K. (2007). Employment relations: Integrating industrial relations and human resource management. Problems and Perspectives in Management, 5(1), 61-71,147. Retrieved January 26, 2011 from ProQuest. (Document ID: 1259702681). Anonymous. (2005, September). Employee engagement. Canadian HR Reporter, 18(15), 7-9 . Retrieved January 26, 2011 from ProQuest. (Document ID: 899612691). Krell, E. (2006, June). Do they trust you? HRMagazine, 51(6), 58-65. Retrieved January 26, 2011 from ProQuest. (Document ID: 1061328661). Mittler, J. E. (2007, January). Dealing effectively with unions. Industrial Management, 49(1), 26-30,5. Retrieved January 26, 2011 from ProQuest. (Document ID: 1219118051). Pomeroy, A. (2006, July). Great communicators, great communication. HRMagazine, 51(7), 44-49. Retrieved January 26, 2011 from ProQuest. (Document ID: 1076597521). Schreiber, M. E., & Marshall, D. R. (2006). Reducing the risk of whistleblower complaints. Risk Management, 53(11), 42-44,46. Retrieved January 26, 2011 from ProQuest. (Document ID: 1164965031). Willock, R. (2007, January). Cordial relations. Personnel Today, 22-25. Retrieved January 26, 2011 from ProQuest. (Document ID: 1224390571). Optional Materials Blancero, D., M., (n.d.), Papers on employees relations in: Center for Advanced HR Studies at the ILR School at Cornell University. These are ‘early’ versions of the manuscripts which were both published a year later in Human Resource Management. Retrieved January 26, 2011. Blancero, D. M., & Dyer, L. (n.d.), Due process for nonunion employees: The Influence of System Characteristics on Fairness Perceptions. Retrieved January 26, 2011. Ruiz-Quintanilla, A. and Blancero, D.M. Open door policies: Measuring Impact Using Attitude Surveys. Retrieved January 26, 2011. Matchulat, J. J. (2007, October). Separating fact from fiction about workplace violence. Employee Relations Law Journal, 33(2), 14-22. Retrieved January 26, 2011 from ProQuest. (Document ID: 1313045981).
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