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Block 3, Sessions 3 & 4 -
What is a 'value player' and how do…
Block 3, Sessions 3 & 4 -
What is a 'value player' and how do you become one?
Introducing employment relations
What?
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SUMMARY - Whether in the private, profit or civil sector, innovation revolves around finding ways to increase value. What is considered valuable can be many different things depending on organisational and personal goals. This session, thus, began by highlighting the diverse forms of value. Next it explored multiple strategies for value creation – ranging from organisational culture to individual entrepreneurial initiative. A running theme throughout these discussions was the role that different organisational stakeholders and HRM can play for such value creation. It finished with a summary and some parting reflections on how to become a ‘value player’.
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How collective bargaining and the role of employees in organisational decision-making has been increasingly replaced by individual-oriented strategies of employee inclusion and engagement
SUMMARY - Employment relations are a fundamental part of the success of organisations. This session started, accordingly, by discussing the development of employment relations – showing their evolution from adoption of free market values in the 1980s and continuing until the present. It then highlighted the ways this has moved from direct participation in organisational decision-making primarily through collective bargaining to more individualised forms of employee inclusion.
Value
Organisation & Value
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To succeed and grow they must constantly innovate with the aim of enhancing how they do things and what they produce
Must balance various stakeholder desires and strategically seek to integrate different value timescales - crucial for orgs to put in place policies to look at short and long-term value creation.
All orgs must focus on creating value externally as well as internally - essentially they improve own processes and internal value
How to identify and exploit sources of value? Where value comes from and how different stakeholders view organisational values? How can outside factors influence what organisations consider valuable and in doing so spur innovation?
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Concept of value
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Innovation revolves around trying to increase value - success is a matter of interpretation - may improve product or revolutionise a market - however if public doesn't embrace it's discontinued - socially valued value is key to shaping innovation
Becoming a value player
Organisations often exploit their members to increase their own value. For this reason, if they are going to create a sustainable value culture they must enact measures that allow members to feel as if they are sharing in this value.
Individuals feeling empowered and leaders being open to different sets of values and diverse ways of doing things
In practice, individuals can contribute to value by challenging and replacing existing norms and procedures within their organisations.
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They should strive, in this regard, to be ‘institutional entrepreneurs’. This is defined as the ‘activities of actors who have an interest in particular institutional arrangements and who leverage resources to create new institutions or to transform existing ones’ (Maguire et al., 2004, p. 657).
Here institutions are not so much regulatory but constants that can spur innovation, creating fresh opportunities and challenges to constantly ‘dream up’ and concretely implement novel ways of doing things.
This would focus individuals on becoming ‘value players’ - doing so will provide both individuals and organisations with the tools to undertake short and long-term value creation.
entails critically reflecting on one’s specific strengths in order to see how they can best produce value both individually and in collaboration with others
involves being open to new approaches that are put forward and used by others and seeing to what extent they can be adopted or even improved in your own context
means identifying areas of an organisation or society that require greater value and finding innovative means for meeting these needs
Employment relations
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Introduction
Key org dimension - studies the interactions and the power relationships between employers and employees
‘Economic perspective’
Macro-economic level analysis explores changes in the wider labour market and its effects on employment relations
Micro-economic level analysis focuses on hiring practices and the relative power of employers and employees within organisations
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Legal perspective
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At the wider level of society, it explores the broader legal environment in which these legal rights emerge as well as the underlying assumptions they are founded upon.
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Regulation perspective
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People are motivated to work for a number of reasons that transcend just material gain - consequently, the emphasis is placed on how to regulate this relationship to realise, if possible, a win−win outcome for employers and employees.
Explores how to successfully negotiate and potentially overcome the supposedly inherent tensions between employers and employees
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