Mutual principles of cooperation between the UNISON and the Vertex Company - Essay Example

?Employee Relations Thesis Trade Unions have developed for mediation of a favourable dialogue between the employers and employees. In spite of the Vertex Company’s attempts to discard the trade unions, the company developed mutual principles of cooperation between the UNISON and the Company thus focusing on individual concerns of the employees and the managers, the customers and the stakeholders. Introduction The modern globalized world opens numerous opportunities and shifts the accents of cooperation between the company and employees. It is necessary to understand a strong background of trade unions, the role they play within different organization, the way they have been reconsidered in the process of the modern companies development et cetera. These numerous issues would be considered further on with respect to the Vertex Company, where the role of trade unions has dynamically changed during the last decade. The employees of any company should be treated with a great respect, tolerance and understanding. To take into account the interests of the company means to improve the process of the company’s successful development. The workers have a right to protect their freedom of views, support their mutual relations and development and work in the name of a common good of the organization and for their own benefits. The establishment of the UNISON organization and its function as a supporter of the employees’ rights is a good chance to solve social and economic problems develops a working favorable environment. Approaches to trade unions in the company It is possible to correlate the role of an employee, who actively participates at the workplace, as a sound citizen’s role to play an active role in the social life of the country. It is a framework, which is applied to the abovementioned issues’ solutions. Pluralists consider the role of trade unions in the following way: “Unions expect improved productivity and profits to be shared with the participating workers as a democratic legitimated right in line with rights to influence decisions and business development” (Bronstein 2001, p. 874). Therefore, the main emphasis is made on the efficient activity of the organization and industrial relations promotion. The supporters of the unitarist approach underline that there is a low efficiency of industrial relations development in case of trade unions operations. There is a clear differentiation between IR and HRM approaches in the field of collective concerns. From the IR perspective the workers should be able to take control over the employment relations. In terms of HRM perspective the employment relations are mainly developed under the guidance of HR managers (Collective Bargaining, 2006). Basically, Employment Relations should be developed in accordance with the internal and external concerns of the company. The challenges and opportunities of trade unions and the role they play in the modern business world, partner relations among the employees and employers, numerous challenges and opportunities it provides have been issues of a complex nature. In the company Vertex 8000 were employed. These employees have been located across the UK and there was a need to introduce reliable regulation principles in its structure. In the modern perspective: “For all European unions, the emerging challenges include recruiting women, white-collar, and service-sector workers, and remaining relevant even as unemployment deprives them of their leverage. .. the European Labour Unions must reinvent themselves, but their pessimism is pervasive, as they conclude that it is "virtually inconceivable that European Unions ... will be able to generate the resources from a globalizing, neo-liberal capitalist order that they found the Golden Age” (Bronstein 2001, p. 876). Therefore, Vertex discarded trade unions, but it reconsidered the opportunity of dialogue development between the company and its employees. UNISON became a mediator of this process. This organization enabled the employees of the company to reveal their creative potential, develop their professional skills, take into account the company’s policies and work out individually-centred approach. To promote social issues and individual concerns of the interests of the employees and the employers is a crucial role, which enables the company to function in the context of a dynamical environment and socially diverse business world. External conditions have influenced the changes of the UK policies and the governmental regulations, which enabled reconsideration of trade unions’ role in the companies. Vertex was not an exception and it introduced innovative vision about trade unions development. It was hard for the company to find out a perfect balance between individual employee’s contracts and the role of trade unions. The UNISON’s links were positioned as the dominant links in the public sector. Moreover, the role of the UNISON is outlined as a social developer and a performer of a dialogue between the employees and the employers. UNISON is focused on determination and resolving key business problems. In the course of years UNISON was positioned as the important trigger of partnership success. Vertex and Unison signed its partnership regulations and there can be found 8 basic principles within that framework. The trade unions are mainly focused on mutual trust and cooperation and improvement of industrial climate relations. Business success is the key factor for the organization as well. The staff can belong to trade unions and the latter have a right to represent their members or other employees. The business within the company should be managed in an efficient and effective way. The views of staff are of the main concern for the trade unions; they are not only focused on the views of trade unions members. It is an open and a vivid basis for mutual understanding development. It is possible to claim that in such a way, UNISON agreement is positioned as a positive step forwards. A negotiate framework developed by the organization is a crucial step towards cooperation between the company authorities and employees. Moreover, it should be noted that the improvements of consultative framework is of crucial importance for any company. It was mentioned that: “The resounding agreement – nine to one in favour of collective bargaining among customer service reps at Bolton – led Vertex and Unison to put in a bid for a grant from the DTI’s partnership fund. This aims to make organisations aware of best practice in partnership” (A Framework Partnership Agreement Between Vertex & UNISON). Therefore, partnership projects are positioned as improved financial support, which is obtained from its partners. Vertex appealed for DTI money and invested it in six months of workshops, directed on partnership promotion. Background for trade unions promotion When Vertex discarded the opportunities of trade unions, this company came across numerous challenges and it was required to go through the route of complexities in order to realize the necessity of cooperation development between the employees and company’s authorities. There is a need to promote partnership in the public sector. In such a way, such steps as customers’ services facilitation and improvement, involvement of local authorities in the protection of employees’ interests. There are evident facts witnessing positive changes of the UNISON partnership within the company. Sales success is considered to be a direct dependence on the important role UNISON provides as mediation between public service sectors. Moreover, in terms of the partnership, there are some beneficial projects, such as HR initiatives and Dignity at Work project, which are ensuring recruitment and retention problems solution. Vertex is also much interested in call-centre campaign It’s Your Call. This industry does not depend on trade unions, but the company tries to find out the best solutions for potential collective bargaining. There is a clear structure of relations between Vertex and UNISON, which provides the company’s managers and other employees with potential opportunities to cooperate and depend on legitimate expectations between them. There is a clear basis for collective bargaining extension. Such opportunities, as payment structures, terms and conditions for UNISON are provided within the partnership. A changing reality is reflected within various documents and there is a clear intention of the company to outline the principles in the guidelines of the partnership (Cypher & Dietz, 2004, p. 43). Common interests of the business partners, employees and UNISON members in the business success are crucial issues. The environment of Vertex operations and businesses positions this company as the one, ready for the “open, honest and constructive dialogue at the earliest opportunity within the limits of the business situation will help meet these challenges. It is acknowledged that such dialogue may require strict commercial confidentiality” (Colgan & Ledwith 2002, p. 53). Thus, there are the following implications of partnership: there is not a direct meaning that the Vertex and the UNISON are sharing the common perspective, which is the basis for a strong and constant agreement. There is a basis for a proper balancing between business and social issues. Vertex does not discard the opportunity of different employees to join trade unions. The employees of the company are inspired for taking every opportunity to take part in the decision-making process and thus the company promotes collective bargaining as an option for their employees (Franzway 2003, p. 434). Under complex environmental conditions of Vertex, there is a common basis for a flexible and positive adaptation environment; promotion of work/life balance within the company, development of professional skills, diversity in employment relations, involvement of line- and high-rank managers in the problem resolving processes. Moreover, to reach agreement between UNISON and Vertex means a strong basis for specific collective agreements in the framework of this partnership. Partnership between UNION and Vertex Vertex has been challenged by such issues as dynamic development in the modern context. For this goal the company has outlined the following objectives and values to follow: the company is passionate about service, proactive innovations, effective and efficient business conduct, focusing on the potential results, involvement of the experts et cetera (Kelly & Willman 2004, p. 35). Moreover, there is an evidently promoted individually-based approach, which involves respect for their employees and customers. To provide the customers with high-quality services is the core issue for the developers of the company. Partnership is positioned as a favorable basis for the company to meet the UNISON needs. UNISON has another definitely outlined set of values. This organization promotes democratic principles of partnership, providing high-quality services to its customers, the option of recruitment and organization of people employed in different sectors of the economy (A Framework Partnership Agreement Between Vertex & UNISON). There is a strong background for diversity promotion, such as gender, age, race issues. There is a fair basis to promote conditions for the members to promote and support their interests within the organization. Collective bargaining is claimed to be a fair basis for individual values promotion, a secure basis for disputes settlement and a required basis for negotiating machinery participation (Carlson 2004, p. 52). There are common features between the basic values of Vertex and UNISON. Moreover, there are numerous challenges outlined in the principles of collective bargaining promotion, such as: “Social partners have found it difficult to identify ways in which collective bargaining can help eradicate systemic racial inequality, probably because of the conceptual difficulties associated with racism, discrimination on the basis of ethnicity and religion, and the relative lack of power of historically disadvantaged groups to influence collective bargaining” (Blackett & Colleen Sheppard 2003, p. 420). There is a perfect option for these two partners to ensure that they cooperate on a fair basis and take into account racial, sexual and religious biases in the process of cooperation. The way that both organizations realize individual and collective issues in their partnership witnesses openness and trust of their policies. Thus, it is implied that both parties inform each other about potential changes of the organizations and relations within them. There is a need to realize stakeholders’ responsibilities and roles. The trade union perspective and the collective perspectives have value and deserve full understanding between the parties involved. It is relevant to outline an important approach within the partnership between these two parties. It is a joint problem solving approach. In order to promote common goals and values, it is important both for Vertex and UNISON to work in the name of mutual partnership. There is a need for training at different levels both for managers and employees. Vertex has outlined a ‘core employment framework’ with UNISON focused on payment structure and social issues, which are important for the employees. Another step forward of the Vertex Company is a basis of Forum, which enables meeting the needs of the employees and business parties. A representative is promoted from one level to another moving upward the structure and creates a perfect basis for negotiating about the company’s issues (Oudegeest 1996, p. 54). The Partnership/Negotiating Forums are mainly focused on such crucial issues as employment contractual terms and statutory consultation. A special attention is paid to information recognition and promotion between the Company, Trade Unions and different employees (Howard & Ruhl 2003, p. 43). In such a way, there is a perfect option to develop constructive and responsible collective bargaining and to promote relevant information for the employees of Company. Conclusion Nowadays Vertex is an open and a helpful company, which meets the requirements of the UNISON’s organization. In the guidelines of the company it is mentioned that “Vertex undertakes to deal with requests for information as speedily as is practicable and Unison commits to respect the confidentiality of the information provided” (A Framework Partnership Agreement Between Vertex & UNISON). Collective Bargaining provided in the company requires deep and detailed information, which can be presented in different forms for all parties involved in the process of negotiations. In order to promote the process of collective bargaining, Vertex worked out the following issues: information provision about pay and conditions of service, employment procedures, staffing data, financial data et cetera. There is an option to choose appropriate information for any particular negotiation forum. Therefore, the experience of a dynamic nature of partnership within the companies is focused on promotion of harmonious labor relations. A modern changing global market provides numerous challenges for the companies. On the basis of practices of the Vertex Company, it can be mentioned that challenging issues within the staff of the company are better resolved with the involvement of other employees and managers of the company. The establishment and operation of the UNISON organization is a favorable basis for dialogue development between employees and workers. The principles of a “common good” and a “good faith” are key elements in the Vertex Company. The UNISON is the organization, which promotes these issues with regards to the individual needs of its employees. References A Framework Partnership Agreement Between Vertex & UNISON. Available from: http://www.unison.org.uk/acrobat/B5068.pdf [Accessed 31 March, 2012]. Blackett, Adelle, and Colleen Sheppard, 2003. Collective Bargaining and Equality: Making Connections. International Labour Review 142:419+. Available through: Questia Database. [Accessed 31 March, 2012]. Bronstein, Jamie L., 2001. The Brave New World of European Labor: European Trade Unions at the Millennium. The Historian 63:873. Available through: Questia Database. [Accessed 31 March, 2012]. Carlson, Lockwood W., 2004. Using Technology Foresight to Create Business Value. Research Technology Management 47:51+. Available through: Questia Database. [Accessed 31 March, 2012]. Colgan, Fiona and Sue Ledwith, eds. 2002. Gender, Diversity, and Trade Unions: International Perspectives. London: Routledge. Available through: Questia Database. [Accessed 31 March, 2012]. Cypher, James M., and James L. Dietz., 2004. The Process of Economic Development. New York: Routledge. Available through: Questia Database. [Accessed 31 March, 2012]. Franzway, Suzanne, 2003. Towards a Politics of the Rainbow: Self-Organization in the Trade Union Movement. Journal of Sociology 39:432+. Available through: Questia Database. [Accessed 31 March, 2012]. Gospel, Howard and Stephen Wood, eds., 2003. Representing Workers: Trade Union Recognition and Membership in Britain. London: Routledge. Available through: Questia Database. [Accessed 31 March, 2012]. H.Brown, Howard, and Donald L.Ruhl., 2003. Breakthrough Management for Not-For-Profit Organizations: Beyond Survival in the 21st Century. Westport, CT: Praeger. Available through: Questia Database. [Accessed 31 March, 2012]. Kelly, John and Paul Willman, eds., 2004. Union Organization and Activity. New York: Routledge. Available through: Questia Database. [Accessed 31 March, 2012]. Oudegeest, J., 1996. The International Trade Union Movement and the Labour Office. International Labour Review 135:277+. Available through: Questia Database. [Accessed 31 March, 2012]. Read More