Work and Industrial Relations - Annotated Bibliography Example

Part B. Assessment Task (Record the bibliographic details on ten (10) sources relevant to employment relations Reference List Choi, I. [CD-ROM] 2005, ‘Organizing negotiation and resistance: the role of Korean Union Federations as institutional mediators’, University of California, Korea. Retrieved October 7, 2005 from UMI Proquest Digital Dissertations database. Frost, P.J., Mitchell, VF & Nord, WR 1992, HRM reality: putting competence in context, South-Western Publishing, Ohio. Fuersternberg, F. [n.d.], ‘The dynamics of joint consultation, British Journal of Sociology, vol. 10, Issue 3, p. 204. Retrieved October 6, 2005, from EBSCO Host research database at http://search.epnet.com/login.aspx?direct=true&db=ap&an=10402228 Harmon, R.L. & Peterson, LD 1990, Reinventing the factory: productivity breakthroughs in manufacturing today, Free Press, New York. Okanlawon, G. 1994, ‘Women as strategic decision makers: a reflection on organizational barriers’, ‘Women in Management Review, vol. 9, no. 4, pp. 25-32. Peters, H. & Kabacoff, R. 1998. ‘Global or local: the impact of country culture on leadership style in Europe: Retrieved October 7, 2005 from http://www.mrg.com/Publications/articles/Euro_culture.pdf Schuler, R.S. 1992, ‘Repositioning the human resource function: transformation or demise?’, In P.J. Frost, VF Mitchell & WR Nord, HRM reality: putting competence in context, Southwestern Publishing Ohio, pp. 8-20. Stein, R.N. 2004, Active management, Marketplace Books, Columbia, MD. Tedesco, J.C. 1997, ‘Educational change from the perspective of decision makers, Prospects, vol. 27, no. 4, issue 104. ‘The work is the ‘heart matter’: Mills acknowledges the union’s role shaping education policy’, 2005, RA Reporter, Retrieved October 7, 2005, from RA 2005 database. Part C. Annotated Bibliography Annotated Bibliography on Employment Relations Choi, I. [CD-ROM] 2005, “Organizing negotiation and resistance: The role of Korean union federations as institutional mediators”, University of California, Korea. Retrieved October 7, 2005 from UMI Proquest Digital Dissertations database. This research examines and compares the role of the two Korean national labor federations in organizing negotiation and resistance especially their responses to the Korean governments’ restructuring process brought on by international pressure and economic globalization. The author has argued that these two Korean federations, namely, the KCTU (Korean Confederation of Trade Unions and FKTU (Federation of Korean Trade Unions) have very different ideologies, strategies and organizational networks. This has a profound causal effect on the actions taken by local unions. He compared the two federations in terms of movement ideology and strategy by combined examination of documents, interviews and observations in Korea. The mediating role the two national federations play between the state labor policies and local labor union activities has had significant impact on both labor management relations at the workplaces level as well as on nationwide labor movements. The research conclusion shows how structural and institutional factors affect local labor union movements, and how local union activities influence overall labor policies through the channel of federations’ leadership. This project also offers a useful framework for understanding labor relations, especially the military of labor movements, by focusing the two federations as institutional filters in labor politics. Okanlawon, G. 1994, ‘Women as strategic decision makers: a reflection on organizational barriers’, Women in Management Review, vol. 9, no. 4, pp. 25-32. This article introduces the concept of strategic decision making as a key management role and the lack and women’s involvement in this role as a means for understanding the organizational barriers faced by women in modern times. The author describes the barriers that caused the shortage of women managers in strategic decision-making positions. Among the theories explaining the barriers is that the wage spread reflects the decline in the women’s participation in the work force. Another is the stiff competition wrought by deregulation in some companies, which force some struggling employers to impose lower wage scales than their more successful rivals. Results from the study suggest that despite the increasing number of women working in organizations, they still remain a minority when it comes to senior or strategic decision-making positions in most organizations. Peters, H. & Kabacoff, R. 1998, “Global or local: the impact of country culture on leadership style in Europe,” Retrieved October 7, 2005 from http://www.mrg.com/Publications/articles/Euro_Culture.pdf This study compares the leadership behaviors of almost 4,000 individuals in management positions in eight European countries including Belgium, Denmark, France, Germany, the Republic of Ireland, the Netherlands, Sweden and the UK. The comparisons reported are based on the self assessment by the managers using the Management Research Group Leadership Effectiveness Analysis Questionnaire. This questionnaire measures twenty-two different leadership practices which together define the managers’ ability to develop a vision or direction fro their organization. Also measured were the managers’ orientation toward achieving results and their ability to work within a team environment. The study found very few similarities in leadership behavior among European managers. Among the 22 dimensions measured, only 3 found on common ground and these are: Expertise, competitiveness, and setting standards pf excellence. On leadership practices, measured, the study found differences between and among leaders from the eight European countries. The comparisons reported were based on self-assessments only, so we do not know how accurate the managers’ self environment view these managers, or how effective their leadership styles in achieving results in the real world. Leadership approaches are based not only in country and culture but also in other factors like personality, role, industry, and individual company values. Schuler, R.S. 1992, ‘Repositioning the human resource function: transportation or demise?’, in P.J. Frost, VF Mitchell & WR Nord, HRM reality: putting competence in context, Southwestern Publishing, Ohio, pp. 8-20. This chapter essays how a traditional human resource departments, their managers and staff, could transform themselves and make the organization more competitive and effective. The mail survey method was used with about 250 human resource managers as recipients of the questionnaires. The author suggested that HR department must learn to play new roles and acquire new competencies if they want to flourish. Taking this role requires a virtual repositioning of the department and an acceptance by live managers. The HR must treat the rest of the organization as customers and gain a total understanding of business needs. The evidence suggested that if the HR department fails to make changes, live managers will assure total control of the HR function regulating perfunctory personnel activities such as payroll and staffing to other department and live managers would also be faced doing a great deal more work. Tedesco, J.C. 1997. “Educational change from the perspective of decision makers”, Prospects, vol. 27, no. 4, p. 104. The objective of the article was to contribute towards a better understanding of educational change on the basis of the experiences of the actors actually involved in the educational arena. Political officials in Ministries of Education in various regions of the world were identified and were asked to write an article following a pattern comparing three basic elements; a. priorities during their term of office; b. relations with various sectors involved in educational change; and c. lessons they learned from their experience. The study showed a direct link between educational change and the need to overcome a large number of problems caused by the failure to achieve the objectives of universal enrolment in basic education and reducing the high levels of repetition and dropouts. In both of the developing and developed countries studied, both placed a strong emphasis of renewing teaching methods and overcoming the obsolescence of curriculum. Part A - Comparative Matrix Adapting a critical approach, a range of subjects and concepts that have been the perennial concerns of mangers and employees in their day-to-day interactions will be analyzed including their impact in the personnel policies and organizational changes that affect the employment relationships. 5 Comparative areas to be analyze includes: Managing diversity, leadership and empowerment in organizations Trade union influence Globalization Ethics and fairness in the management of people The changing nature of work and the development of labour – management thought Managing diversity. Managing diversity well provides a distinct advantage to promote competitiveness in the workplace. To address diversity issues, the assumption that how you want to be treated is how others want to be treated too applies. The employer has a role in transforming the organizational culture so that it more closely reflects the values of a diverse workforce. Some of the skills needed are: An understanding and acceptance of managing diversity concepts Recognition that diversity is threaded through every aspect of management Self-awareness in terms of understanding your own culture Willingness to challenge and change institutional practices Trade Union influence There have been considerable differences between countries in the subject areas of collective bargaining power of unions and federations. The one cited here is the study conducted in Korea. In other countries like India, for example, collective bargaining enables the parties to bargain over any issue of mutual concern. At the other extreme are the countries like Singapore and Malaysia, which do not allow bargaining in elation to matters falling within the area of the so-called management prerogative. Some countries like New Zealand has been providing greater freedom to the industrial parties to determine their own bargaining agenda. In the Philippines, the level of labor disputes has increased. Other countries also impose various restrictions on strikes and other forms of industrial actions, for the purpose of facilitating unimpeded economic development. There is a role of government in employment relations. Many governments have strong links with trade unions to the perceived relative disadvantage of employees. Globalization Globalization is creating new challenges and it has disturbed the status quo of employee-employer relationship because it has brought with it increased competitiveness. There are many changes taking place in the workforce because of the response of globalization. The impact of new management system such as Human Resource Management requires a broader perspective to be taken on employment relationships. Some of the process of response to globalization by employers, trade unions and governments are: Decentralization of industrial relations, which implies that governments must devolve more power and responsibility to managers and workers. A re-affirmation of freedom of association, the rights of workers and pluralism. The roles of the actors in the industrial relations would also be subject to closer scrutiny in the future. Continued revision of industrial relations legislations especially those that are already outdated and need reviews and amendments. Part B - Short Essay Diversity in Employment Relationships People in organizations and their relationships with management has been conceptualized and defined in several ways. Common to most definitions of management – employee relationships is the idea that certain differences and inequalities exist. Many of these problems and inequalities is acknowledged in much of the literature reviewed here. This essay is an effort to examine and understand the deeper levels of employment realities and to appreciate not only the current roles of the actors or stakeholders but also the potential of their work and contribution to management. One major change in the world of work is the growing diversity of the work force. How does one manage the modern culturally diverse organization? We still have much to discover and learn about this process. As Peter and Kabacoff observed (1998) country culture heavily influence leadership style, approach and expectations. Fro the global leader, technical savvy, business acumen, and management experience within once own cultural context is no longer enough. Personal success and organizational competitiveness is increasingly dependent on our ability to understand individual behavior in the cultural terms. Jolio Solomon (1992) adds that the white male corporate culture is disappearing and being replaced by a mosaic of cultures. Fairness to all may not mean treating everyone the same – in the sense of assuming that everyone sees and reacts to works situation in the same way. Cultural differences make this as unworkable approach, with the major implications for the way it is conducted in the modern organization. In the educational setting, Tedesco (1997, p. 104) describes the political struggles to involve various sectors in their drive for educational change. He makes recommendations for administrators who want to manage the process effectively renewing teaching methods and overcoming the adolescence of curriculum. The need of reform and educational change is not untypical of those many organizations when change of this type is introduced into the system. Another actor that has a high involvement and direct participation be it in education, medical or in any organization is the unions of federations their capacity to participate in problem solving groups. There’s a new perception of the role of unions that differs from the traditional practice of emphasizing participation by the union officials through formal collective bargaining and grievances channels. It is one of assuming participation rather than fomenting adversity. In Korea, Choi (2005) researches the role of two labor federations as institutional mediators. The particular forms of political action taken by Korean unions have mediated through the organization of two national labor federations with different approaches to social, political and economic change. One is identified with independent unions, far more radical and more likely to pursue political actions aimed at resisting economic reforms which threaten the job security and labor conditions of workers than are unions in the alternative federation. The comparison between two federations mediating role shows how structural and institutional factors affect local labor movements. While literatures continue to discuss how to overcome the inconveniences that individual difference and cultural differences pose for organizations, it is high time to examine the opportunities that such differences might provide. Finally, by understanding these realities in employment relations, employees and professionals are dealing with far more than the important task of helping individual organizations to be more effective. Their work has major implications for the quality of the society in which will live, its justice humaneness, and utilization of its people. Works Cited Choi, I. [CD-ROM] 2005, “Organizing negotiation and resistance: the role of Korean union federations as institutional mediator”, University of California, Korea. Retrieved October 7, 2005 from UMI Proquest Digital Dissertations database. Peters, H. & Kabacoff R.. 1998, ‘lobal or local: the impact of country culture on leadership style in Europe, Retrieved October 7, 2005 from http://www.mrg.com/Publications/articles/Euro_Culture.pdf Solomon, J. 1992, ‘As cultural diversity of workers grows, experts urge appreciation of differences’. In P.J. Frost, VF Mitchell & WR Nord, HRM reality; putting competence in context, Southwestern Publishing, Ohio, pp. 8-20. Tedesco, J. C. 1997, Educational change from the perspective of decision makers”, Prospects, vol. 27, no. 4, p. 104. Read More