Employment Relations - Theory and Practice - Assignment Example

Running Head: Industrial Relations Name: University: Course: Tutor: Date of Submission Part A Question Two Management style is described as the existence of certain distinctive outlined guidelines, written principles or set out parameters meant to act as a signpost for management action in the way employees can be treated as well as how particular events can be handled too. A management style is perceived to be akin to individual business policies and its strategic derivatives. There two dimensions associated with various kinds of management styles. From the three types of industries mentioned by Boxall (2003, pp.12-13), the kind of management style which could be more suitable for one of the three types mentioned and in this case thus manufacturing industry is Democratic management style. In this kind of management style managers allow the employers to participate in decision making process hence a certain action is based on the vote of the majority. Democratic management style therefore allows extensive communication from both directions thus from the subordinates to the top managers and vice versa. This kind of style is very effective for manufacturing sector as it gives the employees any opportunity to contribute to the company’s success. Moreover, this style tends to utilize both dimension of a good management style which encourages employee participation as well as involvement. From this it is clear that this kind of management style utilizes the interconnections of two dimension of management style which include; Individualism in which a firm seeks to develop and encourage each employee’s capacity and role at work. This kind of management style dimension has the aim of nurturing employee’s talents and worth. In this kind of management dimension it is very much important to put more emphasizes on the need of line managers managing people irrespective of where he is placed whether it is in production, finance or any other personal position. In this kind of dimension it is important that attitude surveys be carried out regularly as a way of assessing the employee efficiency and development (Purcell, 1987). The other kind of management dimension is Collectivism in which the employees are given a chance to participate in decision making process. It is important that critical aspects of collectivism be put in place such as democratic structures which can allow the employees to be represented by certain trade union officers (Purcell, 1987). This kind of leadership style usually put some trust in the employees hence making them more responsible when it comes to decision making process and examples could be installation of new plant, development of new product among others. In such of leadership employees will delegate duties among themselves without necessarily requiring the manager to observe and follow them from time to time. This kind of management style is concerned with work being done hence it is usually associated with some form of responsibility. Though work is usually delegated within the employees themselves, the employee should prove that he or she is competent enough to handle the task before undertaking the task. Given the fact that manufacturing industry is a type of industry that requires constant changes for it to be more effective as well as keep in pace with other competitors democratic type of management style is very much essential in a manner that it gives an opportunity to the managers as well as employees to discuss issues affecting the firm more frequently. The discussion may involve frequent meetings on how certain organizational projects or tasks should be carried out hence giving the employees an opportunity to discuss how they want to complete the tasks and when to complete them (Boxall,2003). This gives each and every individual an opportunity to say his or her views before task can commence. Additionally, problems identified are easily discussed between the employer and the manager until a solution is arrived at. Though, this style is very much effective, it requires excellent communication between the employer and employee’s hence developing team work in within the workers. Moreover, the decision making process may be delayed as this kind of management style requires the consensus of the workers. Part B Question One Collective bargaining is described as the kind of negotiation between the employee and their employers. This kind of negotiation is usually referred to as a collective agreement which is perceived to work as a labour contract between the employer and one of the workers’ union normally called trade unions. There are various issues which are normally covered in the labour contract and they include; maximum and minimum employee working hours, wages, benefits, working conditions, over time and the rules associated with work place. This process usually ends once the both sides have agreed to sign the contract and this contract may be for a specific period of time maybe one year or three years. Collective bargaining is one of the excellent tools that provide an opportunity for all the workers’ since it allows them all to benefit from the process of collective bargaining agreements that outlined as well as clear expectations for both sides. Moreover, collective bargaining is usually perceived as a learning experience since both sides have an opportunity for discussion hence encouraging both employees and employers in considering each other’s positions. Bargaining structures therefore is very much important as it is used in describing the institutionalized arrangements through which employees as well as employers determine together their terms and conditions of employment relationship. Given the fact that company A is a small company that has non-unionised workforce with only ten employees then it implies that employees will use two dimensions of bargaining in order to establish a collective agreement between them and the employer. The first dimension which will be applicable by the employees employed in the salon is the Level of bargaining which is the most common since it gives a distinction between the multi-employer and single employer. In really sense in multi-employer bargaining it provides centralised levels of bargaining and here a clear emphasize is given in determining whether the bargaining takes place at a national multi-industry, national single-industry, and regional multi-industry or regional single industry level. More decentralised bargaining is usually conducted within a single company and here a single employer can bargain with employees in the enterprise or company as whole with employees in each plant or establishment. Since the saloon lies in a single industry the employees will be able e to formulate a collective agreement with their own employer. The other dimension which will be more important for the employees and employers of the Saloon is concept of bargaining agent through which the employees of the saloon will be responsible for choosing an agent to represent them during the process since the Saloon has two other outlets which requires to be represented by their workforce employees. This is because the dimension of bargaining agent involves an individual or the organization tends to represent either employers or employees in the bargaining process. The bargaining agent is usually linked to a particular level of bargaining. Multi-employers and cross-company organizations in most cases trade unions which tend represent the employees. Historically most employees were represented by unions in a single-employer bargaining but currently non-union forms of representation have become more common where the employees either represent themselves or call their agents to bargain on their behalf. In regards to company B which is a regionally based company with one hundred and forty employees from various branches its important that the employees of the company follow the five dimensions of bargaining during the process of collective bargaining. This due to the fact that the company is a regional company hence it has various employees from different branches which indicates that in order to develop an agreement that suits and reflects the ideas and concerns of the employees then there is need to involve all the employees during the process. This is because the employees will have an opportunity to express their views through their Union representatives. In this kind of situation the dimension related to Scope of bargaining should be more emphasized since it’s a dimension that refers to the issues being bargained and here the subjects are addressed in the agreements produced through bargaining. Here the most important issues addressed include wages, working hours and other conditions and some other issues may extend to substantive questions such as superannuation, employee workload as well as employee consultation or union security (Bray, Waring & Cooper, 2008). The other dimension which should be emphasized in this kind of situation is Status of bargaining which mostly concerns the legal status bargaining procedures as well as the outcomes. Here the governments and courts are considered as key in determining the legal framework that the bargaining takes place. The process of collective bargaining involves the approach of workers’ representative to their employer and attempting to negotiate for a contract in which both sides are comfortable Company C is a large national supermarket with 40,000 employees having almost 28,000 as supermarket outlet staff, 4,000 outlet managers and 8, 000 clerical warehouse. From this scenario in order to have a successful collective bargaining process it will be necessary that the employers together with employees utilize the five dimensions of bargaining and here strong emphasizes will be given the dimension related to Coverage of bargaining since it’s describes the proportion of the entire workforce of a nation, industry or a particular enterprise in which the employment terms and conditions of employment are determined by various levels of bargaining. The coverage of bargaining coverage is usually based on collective forms of regulation with employees from various parts comparing the trade union. The five dimensions are usually very important in describing four key rule making processes and this normally vary from dimensions and from time to time. Here the good coverage of all the employees and employers will be involved in the process of developing a collective agreement and here it’s very important that all the employees from various branches be involved in the bargaining process. By involving all the employees working for the supermarket from various outlets of the nation it will limit the issue of some employees as well as employers striking or resisting to comply with the agreed upon collective agreement. Moreover, it will be important for the worker’s to choose a representative of the trade union his or her main aim will involving negotiating with a single employer who is in actual sense representing the company’s shareholders or this negotiation may involve a federation of businesses according to the industry. For this process to be more successful it’s important that several meetings be held until both sides can reach at an agreement over the proposed contract. Additionally, the negotiation may involve the input of the employees through their officers in which they will be given a chance to express their desires making up a document which reflects the desires of the employees long with the limitations that the employer may wish to put in place. In cases where the employer does not fully cooperate with the worker’s it may result into hostile tactics such as strikes which in end may lead lockouts hence pushing the agreement hence its necessary that the employer comply with the union representative (Bray, Waring & Cooper ,2008) Part C Organizations usually put in place systems that enable them to survive in the global market by implementation new technology which make organizations more efficiently and effectively. When an organization introduces new technology its evident that employees may react different to the change and in some situations if the change seems to have some drastic measures on the side of the workers’ will make some of the employees to react negatively towards the new changes and sometimes the employee may resist the change. In order to become more effective Quality Airlines has decided to implement new technology check in system that will enable customers to use the self service systems during their check in procedures. Additionally, there is new remuneration rates associated with the current developed collective bargaining agreement together with described job descriptors at various levels (Charles,2007). Though, Quality airlines believe that introducing the new check system will have a great impact on the company its clear that employees will find it hard accepting the new changes due to the negative consequences that this change will have on them. To curb the likely problems that could arise from the employees as a result of resisting the new technology it’s important that the General manager diverse methods that can help him and the employees to fit into the new systems or accept change without any problems or without having the employees to necessarily resist the change. Firstly it is more important for the General Manager to develop good dialogue between the employees and various managers at different levels and here the main duty will include providing some training on the real importance of new customer check in system to Quality Airlines. This implies that the manager should ensure that all the employees are fully given enough education concerning the new proposed technology and here it is important that the manager provide an analysis of the requirements of the new technology in depth and how the employees are required to comply with the new check in system and how the system is going to work (Charles, 2007). Since the introduction of the new check in system has various job descriptors at various levels for employees in the collective bargaining agreement it will be essentially important for the manager to give full information to the employees regarding the collective agreement ,the job descriptors at various levels and their importance in ensuring that the new system workers more effectively. Moreover, the manager should give the employees an opportunity to understand and study the new system more careful. By doing this it will give the employees a chance to express their views concerning the new Check in procedure system by asking question this will assist the manager in determining the actual feelings of the workers’ making it more easier to handle the resistance. Secondly, as way form of managing the resistance that could possible arise from the employees, it will be necessary that General Managers of Quality airlines put in place measures that will ensure employee Line Accountability for the change. This will involve the commitment of all the worker’s from top management to lower level management in designing the intended new Customer Check in system as well as making the new system to work. To make this process more successful, then it requires that the Line managers should have a commitment in keeping the workers’ more updated about the progress of new system implementation as well as ensuring that the employees have necessary experience specified for the design of the new system. By involving the employees in the whole process then the employees will develop a greater sense of responsibility as well as pride in ensuring that the new Check customer system works effectively for Quality Airlines. Thirdly, it is necessary that various groups of employee be engaged in problem solving discussion that would be aimed at resolving concerns which may act as barriers towards proper implementation of change. This can be done by giving the employees problem-solving assignments through they can express their concerns. Through this it’s likely evident that the General Manager will be able to remove all the change resistance from the staff members. The main aim of such an approach is to increase staff cooperation through the removal of individual interest but encouraging the employees to work for the benefit of the organization (Charles, 2007). Communication also very important and here the General Manager should ensure that he or she constantly communicates with the required individuals that are involved in the change process. Here it’s importance that you let the employees understand that you real understand their resistance but at the same time discuss with the employees the reasons for the change by providing them with an outlet for feedback. As the General Manager, it is very essential that he discuss with the staff members regarding the, advantages and disadvantages of the new check in system more openly with the employees by keeping the communication lines more open. Moreover, their should be consistency in implementing the New Customer Check in System by Quality Airlines hence the company should ensure that the old system is not used at any moment. Though the new customer check in system is anticipated to improve efficiency, problems may arise that could be associated with this new technology. To curb these problems it is necessary that manager plan more effectively for the technology implementation to avoid employee fears such as fear of failure, fears of change, and fears of job loss among others. The last mechanisms through which the Company can use to avoid employee resistance is through the recognition of key sources that are behind employee resistance hence putting in place measures that can work towards overcoming them (Charles, 2007). This will help Quality Airline to succeed in implementation of the new customer check in systems since the selection of an appropriate mechanism or solution is essential towards managing human resistance to change. Moreover, the Top managers of Quality Airlines should ensure that they fully reinforce their commitment towards implementing new system. References Boxall (2003,) “HR strategy and competitive advantage in the service sector”, Human Resource Management Journal, vol. 13, no. 3, pp. 5-20, in 200719 Unit Readings) at pages 12-13. Bray, Waring and Cooper (2008, Employment relations: theory & practice, Chapter 10, in 200719 Unit Readings) Charles, M (2007).Employee industrial relations. New York: Wily and Sons Purcell (1987), “Mapping management styles in industrial relations”, Journal of Management Studies, vol. 24, no. 5, pp. 533-548, in the 200719 Unit Readings Read More