Is Industrial Conflict in Australia and Elsewhere Potentially Avoidable - Literature review Example

Is Industrial Conflict In Australia and Elsewhere Potentially Avoidable? Name Institution Date Is industrial conflict in Australia and elsewhere potentially avoidable? Introduction The relations between employers and workers has for a longtime been a topic of extensive research and discussion within the world of business. As expected, the interaction between employees and their employers is not always without disagreements. In fact, according to Roche et.al (2011), conflicts are an unavoidable part of any organization’s life since the objectives of various stakeholders including managers and employees are normally incompatible. Australia, in particular, has witnessed a number of trade conflicts rather than peaceful industrial relations even since the conclusion of the World War. The pattern of Australia’s industrial relations has without a doubt been with not only disruptive and conflictual consequences but also significant work-hour losses occasioned by work stoppages. According to the Institute of Public Affairs (2014), the astonishing rate and the severity of industrial conflicts in Australia ever since the conclusion of the First World War as well as the annoyance and hardships that they have caused have led individuals to ask themselves a number of questions. Among the many questions individuals have frequently demanded to know are whether the strikes are actually inevitable and whether indeed it is possible to replace some resemblance of order for disorder. It is against this backdrop that this particular paper intends to provide an analysis as regards whether industrial conflict in Australia and elsewhere is potentially avoidable.Moreover, the paper will try to find out whether trade unionism has indeed helped to forment or contain industrial conflict within the industry. Industrial conflict in Australia and elsewhere is potentially avoidable. According to Heilbronn (2008), research has revealed that through the means of collective bargaining, harmonious labor-management relationships are achievable at the place of work; as a result, disputes emanating from the major causes of conflicts can be avoided as they tend to be injurious/harmful not just to the affected organizations/employers and the workers but also to the society as a whole. Herriot (2013) argues that the major reasons behind industrial disputes can generally be categorized into two groups including the economic and the non-economic causes. The economic causes include matters relating to allowances, wages, working conditions, working hours, unfair layoffs and retrenchments. The non-economic factors include indiscipline issues, political factors, victimization and ill-treatment of employees, as well as sympathetic strikes. To avoid the injurious consequences occasioned by these factors, Roche et.al (2014) proposes that governments, employees, business organizations, employer of labourers, non-profit organizations as well as all the stakeholders ought to make an effort to adopt collective bargaining, discussions with union officials and negotiation between workers and employers as a means to resolving industrial disputes so as to enhance industrial harmony, improve employee performance, and increase productivity. According to Katz & Darbishire (2002), recent years have witnessed a strong shift towards a more decentralized collective bargaining, a factor that has facilitated a wide number of changes in terms of pay methods, work organization as well as skill development. In this view of this, one can argue that industrial conflict in Australia and elsewhere is indeed potentially avoidable. Contrary to this opinion, Depaola (2012) argues that industrial conflict in Australia and elsewhere is potentially inevitable. According to Depaola (2012), the pluralist viewpoint regarding industrial relations is that disputes within the workplace are inevitable and the only way to deal with is to know how to manage it. As such; Depaola (2012) believes that industrial conflicts within the workplace environment are without a doubt inevitable. In fact, according to Depaola (2012), a study of about 150 executives revealed that they spend about 18 percent of their working time mediating conflicts. Other studies also estimate the figure to be as large as 30 percent. This implies that managers spend between 9 and 15 weeks annually handling conflicts within the workplace. Conflicts are often occasioned by the fact that the interests of workers and that of their employers tend to be different. A notable area where this differing interest can be familiarly witnessed is, for instance, economic interests. The economic interests of employers are essentially dissimilar from those of their workers irrespective of the industry (Depaola, 2012). The major economic interests and objectives of employers are to make significant profits while the economic interests and goals of a large number of employees are often to maximize their individual earnings and work conditions. In light of this, this conflict of interests as well as expectations has no doubt the possibility to result into industrial conflicts within the workplace. As a result, it can be deduced that that Industrial conflict in Australia and elsewhere is potentially inevitable. Saharay (2012), on the other hand, provides a hint that Industrial conflict in Australia and elsewhere is indeed potentially avoidable. According to Saharay (2012), the truth remains, that wherever place in which an organization is located, there is no doubt that such an organization operates within a lawful environment that actually influences how it not only views but also reacts to industrial conflicts. The Australian industrial relations legislation (both within the state and federal level), for instance, supports negotiation between various parties involved in a dispute as a preliminary means of conflict resolution. It is only in situations where negotiations fail that industrial tribunals become involved in settling disputes. The various legislations by various nations provide not only the machinery but also the procedures necessary for investigating and settling industrial conflicts. Despite the provisions of the various legislations being amended time after time in light of the experience gained in terms of their actual working, the objectives of the legislations are mainly often to provide speedier handling of industrial disputes, a factor that makes industrial conflicts potentially avoidable. In Australia for instance, the Fair Work Act (1999) was approved with the major focus of promoting a collective bargain in as far as the resolution of conflicts is concerned (Creighton & Forsyth, 2012). Similarly, just like the Fair Work Act (1999), in the United States, the Equal Employment Opportunity Commission and the National Employment Dispute Resolution Act has continued to press forward its own arbitration programs. In light of this, it can be deduced that with effective structures and legislation to manage Industrial conflict, there is no doubt that industrial disputes in Australia and elsewhere are potentially avoidable. Bredel (2007), on the other hand, thinks differently arguing that industrial disputes in Australia and elsewhere are potentially inevitable. According to Bredel (2007), conflict is naturally (by nature) a constant incident in any given human organization, as such, it is not avoidable. Bredel (2007) goes further to argue that conflict is so omnipresent in the social life of human beings so much so that it has been viewed by some as a fundamental element in terms of the understanding of social existence. The inevitability of conflicts are as a result of a number of factors including the divergent interests of various parties, unlimited requirements as well as the desires of various parties, dynamic nature of industrial societies, greater worker diversity, lack of loyalty to organizations as well as the survival instincts of some parties. Herriot (2013) highlights that conflicts in organizations are often occasioned by both internal and external sources. The internal sources comprise of disputes originating within the organization, whereas the external sources of disputes are arise from outside the organization. The significant thing relating to these particular factors, however, is that both the employees and the management are able to respond to them. In view of this, one can argue that industrial disputes are potentially inevitable. On the other hand, according to Ford (2001) a report of the Association for Conflict Resolution believes that conflicts are avoidable. According to Ford (2001), the report highlights that organizations that manage conflict effectively and early enough are most likely to contain any kind of industrial dispute. Such organizations according to the report, share a number of unique characteristics that enable them to manage conflict effectively. One of the characteristics is that they provide alternatives for not only all kinds of issues but also alternatives for all individuals within the organization, including the workers, managers and supervisors. In this case, issues affecting individuals are dealt with early enough, a factor that stops any form of industrial disputes between the employees and the organization from emanating. The second characteristic or technique that such organizations employ to resolve conflict is by allowing multiple alternatives including both the right-based and interest-based options for handling conflicts at the organization level.Finally,such organizations creates an organizational culture that not only welcomes dissent but also encourages the resolution of disputes from the lowest organization level through the means of direct negotiation. In light of this, Ford (2001) undoubtedly believes that industrial conflict in Australia and elsewhere are potentially avoidable. Has Trade Unionism Helped to Forment or Contain Industrial Conflict in the Industry and workplace in Which You Are Employed, or In Which You Were Employed As highlighted by Ellem et.al (2004), a key element in terms of the resolution of the industrial conflicts pitting workers and employers are the trade unions. Ellem et.al (2004) defines trade unions as a body of employees who collaborate in order to attain common objectives including achieving increased wages and benefits, increasing employee numbers assigned to accomplish tasks, safety standards, as well as improved working conditions. The trade unions, through the means of their leadership, negotiates with employers on behalf of the union members and settles on issues relating to labour contacts.However, the major objective of these bodies is to fight for improved conditions for workers. This include negotiating salaries, complaint procedures, rules guiding hiring,promotion,dismissal and promotion of employees,benefits,policies and place of work safety. Australia as a nation is not new to trade unions. In fact, according to Wendy et.al (2006), the Australian labor movement, which includes both the political activity and trade unions, had its beginning during the early 19th century. The labour unions have actually served as the one of the most suitable organizations in terms of not only balancing but also improving the employer and workers. In actual fact, as an employee of Qantas Airways, I had a personal experience with the effectiveness of trade unions in terms of containing industrial disputes. In 2011, Transport Workers Union Employees of Qantas Airlines, demanded for further improvements in wages and better working conditions. Within the 9 months heading to October of the year 2011, about 200 industrial negotiation meetings were held. The role of the trade union was actually very essential in as far as solving this dispute was concerned and at the end of it all, an agreement that would lead to improved working conditions and better wages for the Transport Workers Union Employees. In light of this, trade unionism helped to forment or contain industrial conflict in the company. Conclusion As highlighted in the above paper, Industrial disputes have without doubt been one of the most predominant matters in as far as industrial relations are concerned. On the other hand, to argue whether the industrial conflict in Australia and elsewhere is potentially avoidable or not, is indeed contentious. However, in my honest opinion, and based on the above analysis, I think industrial analysis are an expected part of any organizations life that can be avoided early enough through effective management of employees. Effective management of industrial disputes can be managed through collective bargaining, through the employment of the available legislation relating to industrial disputes, as well as the effective and timely management of conflict. References Bredel, R. (2007).The Ethical Economy of Conflict Prevention and Development: Towards A Model for International Organizations.Martinus Nijhoff Publishers Creighton, B & Forsyth, A. (2012).Rediscovering Collective Bargaining: Australia's Fair Work Act in International Perspective.Routledge Depaola, J. (2012).Workplace Conflict is Inevitable: Managing Outcomes– Constructive vs. Destructive; Costs vs. Benefits; Clash vs. Collaboration, Retrieved on October 15th ,2014 from Ellem, B, et.al. (2004).Peak Unions in Australia: Origins, Purpose, Power, Agency. Press Ford, J. (2001).Workplace Conflict: An Inevitable Fact of Life Herriot, P. (2013).Employment Relationship: A Psychological Perspective.Routledge Heilbronn, G. (2008).Introducing the Law.CCH Australia Limited Institute of Public Affairs. (2014). Industrial Disputes - Australia and Overseas.IPA Review Article Katz, H & Darbishire, O. (2002).Converging Divergences: Worldwide Changes in Employment Systems. Cornell University Press O'Neill, S. (2012). The gods must be crazy: chronology of and issues in the Qantas industrial dispute 2011, Common Wealth of Australia Roche, W et.al. (2014).The Oxford Handbook of Conflict Management in Organizations: Oxford Handbooks in Business and Management. Oxford University Press Saharay, H. (2012). Textbook on Labour & Industrial Law. Universal Law Publishing Wendy, L.et.al. (2006). Events That Shaped Australia. New Holland Read More