Impact of Unions on Human Resources Management - Research Paper Example

IMPACT OF UNIONS ON HUMAN RESOURCES MANAGEMENT Introduction Unions can act as a catalyst to social change, and influence the greater society. However, the main influence of unions is experienced at different workplaces. The management of an organization feels a great influence of unions at the workplace. Therefore, when exploring the impact of unions at the workplace, it is important to focus on the effect on the human resources management of the organization, which is the main topic this paper explores. Relationship between Unions and Human Resources Management Although previous researches have been conducted on this topic, this paper seeks to increase understanding of this topic. The approach taken by this paper focuses on the context of both the employees and the employer, in order to understand how basing on these two, unions influence the human resources management of an organization. Overall, this paper will show that unions have both negative and positive impact on human resources management of an organization. Literature Review Labor Laws, Unions, and Human Resources Management Labor laws are essential in guiding the relationship between the employers, the employees, and the unions. Therefore, through them, there arise various expectations, which influence the management of a unionized organization in various ways. Neuser and Barker (2010) wrote an article, which explores the state of labor laws in the United States. In their article titled “What Every Employer Should Know about the Law of Union Organizing,” Neuser and Barker explore the various labor laws in the United States, and interpret them to show how these influence employers, and what is wrong or right for employers to do when faced with unionization. Nonetheless, a major aspect of employers’ actions, which the labor laws guide, is the counter-campaign. Neuser and Barker (6) argue that, “An employer is permitted, and is almost always well advised, to conduct an employee informational campaign when confronted with a union organizing campaign.” However, the manner through which this is done determines whether the labor laws are violated or adhered to by the employer. The counter-campaign by the employer results in changes in the human resources and management practices in a company. However, an employer conducts a counter-campaign, in accordance with the Section 8(a) of the Act, as well as various opinions by the judicial and the board. Therefore, in a bid to prevent employees from unionizing, employers might adopt additional human resources practices, or improve on the existing human resources practices, in order to promote employee job satisfaction. For instance, they might increase employee salaries, promote some employees to higher position, and generally improve on the working conditions of employees. Nonetheless, all these changes and new adoptions in HR practices will have been brought about by unionization. However, Neuser and Barker emphasize that this counter-campaign should not infringe on any labor law (26). Unionizing, Job Satisfaction, and Human Resources Management Various researches have been conducted to explore the effect of unionizing on employee job satisfaction. In their study, Bryson, Cappellari, and Lucifora (2010) explored the effect of unionizing on employee job satisfaction in Britain. Results show that there are no significant differences in the level of job satisfaction between union and nonunion employees. However, for those union employees that lacked collective bargaining, the level of job satisfaction was found to be lower. Nonetheless, collective bargaining is an important determinant of job satisfaction for union workers. In another study, Artz (2010) investigated how union experience influences employee job satisfaction. Results showed that job satisfaction was only higher among the employers, who were in unions for the first time, thus low experience in unions. However, the more an employee gained increased experience in unions, the lower their job satisfaction level became. According to Artz, “Unions tend to create a culture of discontent among its workers who become good at detecting problems in the workplace because of their ability to collectively bargain with employers for better working conditions” (388). This means that union employees have the right to raise various concerns to company organization, and these have to be acted on. Nonetheless, this effect of unions on employee job satisfaction forces the management of an organization to adapt more practices that will increase employee job satisfaction. This is because employee job satisfaction is important in an organization, as this also determines the productivity of employees, as well as organizational performance. Since union employees have the opportunity to air their views to the management, the management is constrained to address the concerns that employees raise. This might therefore, require different changes in the human resources practices and management practices. Overall, unionizing causes employee job dissatisfaction, which is detrimental to an organization. In order for the organization to ensure employee job satisfaction, different human resources practices, and managerial practices will have to be improved or new ones that are more effective, adopted, as only these are key to promoting employee job satisfaction. Union Membership, Perceived Job Insecurity, and Human Resources Management The role of unions is to protect their members, who are employees in different organizations. However, instead of feeling protected and secure, various studies have shown that union employees experience perceived job insecurity, as compared to their nonunion counterparts. Brochu and Morin (2012) used the American General Social Survey covering the period 1978–2008, to explore the relationship between perceived job insecurity and union membership. Their results show that the union employees experience job insecurity at the rate of 3.5% higher than the nonunion employees. Mainly, Brochu and Morin note that, “heightened insecurity regarding future job prospects can affect the wage determination process since it reduces the worker’s outside option” (264). Hence, employees have less power in determining their wages. As a result of loss of influence in the wage determination process on the side of union employees, this stops to put emphasis on the employer to ensure high wages and good working conditions for the employees. As a result, the human resources practices and managerial practices might deteriorate, as the employers lack influence on the major decisions affecting them. Unions, Union Effectiveness, and Human Resources Management Unions should ideally ensure promote the well-being of its members, who are employees. Depending on how effective the unions are, they might or might not be capable of achieving this goal. Cohen (2008) in her article argues that unions can enhance their effectiveness by conducting ethics training at different levels of unions (363). Nonetheless, if training is conducted, as Cohen (2008) has argued, and union effectiveness is achieved, this will have a significant influence on the human resources management of unionized organizations. The management will ensure positive human resources practices, which promote employee well-being and enhance their working conditions. Importance of Unions in Unionized Organizations Unions bear both positive and negative influence in organizations. Labor laws and unions impact negatively on organizations, as the employer has to adhere to labor laws, and respond to employees’ concerns. This reduces the profitability of an organization, in cases where employees demand for increased wages and other benefits. Secondly, unionizing results in low job satisfaction, and this is detrimental to the company, as this is a key determinant of a company’s productivity. Additionally, job insecurity among union employees leads to complacency, as an organization will lag in adopting more effective human resources strategies, basing on the powerlessness of its employees. Finally, it is proposed that if unions undertake training in ethics, this will enhance its effectiveness. In this case, an organization will be forced to adopt effective human resources strategies, which will ensure the achievement of union goals, as far as the union employees are concerned. Conclusion This paper has explored the impact of unions on human resources management. This points to the fact that there are both positive and negative effects of unions. Although most employers dread unionizing, this is important for employees. However, unions should ensure their effectiveness in order to prevent negative outcomes in employees, including job insecurity and job dissatisfaction, as identified in the paper. Future research on this area should narrow down, and focus specifically on the effect of unions on every human resource practice. Works Cited Artz Benjamin. “The Impact of Union Experience on Job Satisfaction.” Industrial Relations, Vol. 49, No. 3. July 2010. Pp. 387 – 405. Brochu Pierre & Morin Louis-Philippe. “Union Membership and Perceived Job Insecurity: Thirty Years of Evidence from the American General Social Survey.” ILRReview, Volume 65, No. 2. April 2012. Pp. 263 -285. Bryson Alex, Cappellari Lorenzo, & Lucifora Claudio. “Why So Unhappy? The Effects of Unionization on Job Satisfaction.” Oxford Bulletin of Economics and Statistics, Volume 72, No. 3, 2010. Pp. 357-380. doi: 10.1111/j.1468-0084.2010.00587.x Cohen Maggie. “Union Ethics Training: Building the Legitimacy and Effectiveness of Organized Labor.” Working USA: The Journal of Labor and Society. 1089 -7011. Volume 11. September 2008 · pp. 363–382. Neuser Daryll & Barker Daniel. “What Every Employer Should Know About the Law of Union Organizing.” Employee Relations Law Journal. Vol. 35, No. 4, Spring 2010. Pg. 3-44. Robbins, Stephen P. & Mary Coulter. “Management.” 8th edition. Prentice Hall: Upper Saddle River, NJ, 2002. Read More