(BQ) Part 2 book "Human resource management" has contents: Employee voice, the legal framework of work, equal opportunities and diversity, grievance and discipline, ethics and corporate social responsibility, managing the human resource function, the international dimension,.and other contents. | Part 5 employee relaTionS Changing Times CHAPTERS 19 Equal opportunities and diversity 20 Grievance and discipline 332 CH 18 The legal framework of work A R E NG S IN PE OU G R R TI D F O C I N ME EV R G S M EM EL A O PL PM NC E O YE EN T E RE LA TI O N S 17 Employee voice Strategy Involvement Health Equality Diversity Grievance/Discipline Skills 1/15/14 9:44 AM T he past thirty years have witnessed a sea change in the UK employee relations scene. Most of the once well-established norms in UK industry have been abandoned or have withered away as the nature of the work that we do and the types of workplace in which we are employed have evolved. To an extent, cultural change has accompanied this structural change too, creating a world of work in which employee attitudes towards their employers and employer attitudes towards their employees have developed in new directions. Ongoing change of one kind or another has affected and continues to affect most areas of HRM activity, but it is in the field of employee relations that the most profound transformations have occurred. That said, it is important to appreciate that change in this field proceeds at a different pace in different places. There remain many workplaces, particularly in the public sector and in the former public-sector corporations, in which more traditional models of employee relations continue to operate despite attempts by successive governments to change them. What we now have, therefore, is a far greater variety of approaches in place across the different industrial sectors than was the case in past decades. Overt conflict between labour and management representing different sides with fundamentally different interests persists, but usually alongside a newer rhetoric that reflects aspirations towards greater partnership and employee involvement in decision making. In these organisations trade union membership .
