Literature review 2.1. Literature review Morris (1986) reported in the "Management Strategy and Employee relations" research that, it is focused on the response of the Bank to changes in the financial sector which has been experiencing deregulation, increasing competition, technological innovation and an increasingly discriminating public. It examines both changing business and employee relations strategies and the links between the two. As greater diversity begins to exist amongst the retail banks which explores the Banks attempt to find itself a niche or adopt a focus strategy. Changes in the nature of banking clearly have a knock-on effect on employee relations as banks move towards being more market driven organizations with a culture consistent with that, and with staff being regarded more as a resource than a cost. Historically, it has been the case that employee relations have been regarded as a “second order” strategy, purely facilitative and not fully integrated into overall business strategy. Hence, there was little consideration of unrest was such that labor was seen as a problem, as for instance in the car industry. Although there has been a gradual rise in the number of personnel professionals at Board level, these are still a minority. Lack of serious consideration of employee relations has also been said to owe something to the dominance of financial control at this level and the lack of union influence. Certainly many would argue that while senior, management do think about human resource issues, the degree of unpredictability in this area pushes it fairly well downstream in corporate planning. However, there are dangers of looking at HR issues in this way. The importance of ensuring the active co-operations of employees in industry has been emphasized control to one of commitment and this can be even more significant for the service sector. Thus in retail banking, the banks do not yet provide significantly different products and