Varieties of Capitalism and Employment Relations in Retail Banking - Assignment Example

ASSESSMENT 2 [Insert name] Question 1 According to Kotter and Schlesinger (2008), there are most four reasons why people resist workplace change and these are: parochial self-interest, misunderstanding and lack of trust, different assessments and lastly a low tolerance for change. The more prominent obstacle for implementing workplace change is low tolerance for change. Kotter and Schlesinger (2008, p. 134), people fear workplace change because of the fear that they will be unable to develop the new behavior and skills that is needed. Additionally, it is important to point out that all human beings are limited to change but the degree varies. Organization change in certain circumstances require people to change quickly or too much an aspect that people may not be ready for. Kotter and Schlesinger (2008, p. 134), argues that the major obstacle to change is the inability of the managers to change their behavior and attitude rapidly according to organizational needs. This is evident even in circumstances whereby managers intellectually understands the need for organizational change. The mentioned is due to individual’s limited tolerance to change that they at times will resist a change even if it is beneficial. For instance, an individual who gets promoted as a result of change will be happy and satisfied nonetheless, the same person may still feel uneasy for losing certain aspects of his current situation. Furthermore, a new and different position will require not only different skills and knowledge but also relationship an aspect that an individual may be lacking. It is further evident that if the tolerance for change is low, an individual can resist organizational change for even reasons he does not understand. Consequently, people may resist change in order to save face as accepting change may prove that their previous decisions on organizational management was wrong. Peer pressure is another reason why people may not be tolerance to change in the workplace. Managers can easily overcome resistance due to low tolerance. The mentioned can be successfully overcome through education and commitment. It is important to educate the workforce prior to change as well as communicate the idea that will make them appreciate the need for change. The education can entail presentation to groups, reports, one-on-one discussions and reports among others (Kotter and Schlesinger, 2008, p. 135). For instance, as part of making changes in the reward systems in an electronic company the division manager adapted a one hour audiovisual presentation that vividly explained the need for change. Additionally, low tolerance can be as a result of inadequate or inaccurate information an aspect that makes sufficient communication and education idea (Kotter and Schlesinger, 2008, p. 136). Furthermore, involvement and participation can curb low tolerance. For instance in circumstances whereby the initiators involve the potential resisters in not only some aspects of designing but also implementing the change. For instance, the organization can establish a workforce including representatives of the workforce in designing change. Studies have proven that participation and involvement does not only lead to compliance but also commitment (Kotter and Schlesinger, 2008, p. 136). In handling low tolerance to change, managers can incorporate support and facilitation. Facilitation and support can include providing training in the needed skills. For instance, managers in a rapidly growing food production company came up with strategies to assist its workforce in adjusting to frequent organizational changes (Kotter and Schlesinger, 2008, p. 136). . Additionally, support and facilitation is essential when anxiety and fear are some of the causes of resistance. However, studies have proven that seasoned tough managers tend to ignore the mentioned kind of resistance in addition to efficacy of facilitation ways in handling the same. However, one of the key challenges of the approach is that it is not only time consuming but also expensive (Kotter and Schlesinger, 2008, p. 136). In a nutshell, low resistance to change being one of the major obstacles to organizational change, education and communication, involvement and participation, as well as support and facilitation are some of the strategies of dealing with the same. Question 3 It is possible for workplace changes to provide opportunities for trade unions in case they adopt cooperative strategies instead of either adversarial approaches or passive acceptance of management decisions (Akorsu and Akorsu, 2009, p. 37). Drawing from the international brotherhood of electrical workers on labor management cooperation Akorsu and Akorsu argument has some merits. First, scholars have argued that cooperation is a solution for staving off competition particularly from non-unionized workers. Cooperation management enables a negotiation and agreement between the workers and the management on how much effort workers need to put in order to realize organizational goals. Hence, instituting in addition to adhering to labor-management results into effort bargain and hence making workers meeting their in-role expectations as compared to the past (Balser, and Winkler, 2012, p. 388). Additionally, there is presence of effort bargain negotiations which take various forms. The mentioned can be formal via union contract negotiations whereby workers can negotiate with the employers on working hours (Balser, and Winkler, 2012, p. 389). However, they can be informal between the workers and their supervisors on the job. Consequently, effort bargain can also occur when organizations not only restructures but also introduces new labour process. The mentioned makes workers to have a greater autonomy and take part in decision making process compared to if passive acceptance of management decisions are adopted (Balser, and Winkler, 2012, p. 390). It is further evident that organizations take certain steps particularly during change process in order to enhance employee cooperation (Balser, and Winkler, 2012, p. 388). Some of the measures entail recognizing the efforts of the employees in meeting the change program goals, encouraging them to take part in the change process, empowering them and eliminating any obstacle to change. Moreover, scholars and trade unions have agreed that involvement in the workplace decision making process by both workers and their trade unions positively impact on the workplace democracy. This is because involvement in the workplace enables the workers input to decisions that are likely to impact on their work in addition to ensuring more dignity for the workers via the greater use of the mind and skills. Hence cooperative approach can be perceived as consistent with the unionism goals which is to democratize workplace. Additionally, it is evident that cooperation provides improved customer service an aspect that positively impacts on the behavior of workers on job. Additionally, employers are in a position to improve their relationship with the workers as well as educating them about the challenges involved in managing a unionized contracting business. Consequently, the union leaders through cooperative approach clearly state their behavior of workers on job via putting on consideration the manner in which they treat employees (Balser, and Winkler, 2012, p. 391). Even though the electricians from the international brotherhood are not representatives of all unions or workers, it is evident that when union leaders call for cooperation with organizational management, workers with high commitment with their unions are likely to cooperate. Hence it is important for the union leaders to ensure that it has a clear agenda in working with the organizational management as this ensures greater workers commitment and hence increases their productivity (Balser, and Winkler, 2012, p. 388). Consequently, cooperative approach is advantageous because it improves extra-role behaviors that are beyond what is required of a worker and these are not rewarded and it does not only focus on improving the workers’ productivity but rather changing their overall behavior at work. In conclusion, it is important to note that there are factors that influence cooperative approach in organizational change. One of this is the social relation of the workers in the workplace. For instance, the way supervisors treat employees is likely to affect worker behavior; if they perceive treatment well, they are likely to put more efforts in their work. Question 5 Employee voice is collective bargaining and it is mostly applicable in times of uncertainty whereby employee pay attention to the concept known as employee voice. Employee voice is an aspect that can enhance workplace productivity via its impact on creativity, effectiveness, employee engagement and retention. In the workplace, employee voice has two relevant meaning. The first tackles the notion that individuals need to be heard, for instance when they are faced with the situation of doing things they do not like. However, Wailes (2007, p. 102) defines employee voice as a behavior that in a constructive manner challenges the status quo with an aim of improving it. There are a number of merits associated with Communication Workers Union becoming involved in the decision of Australia post management in introducing the attendance improvement management system. The union through the employee voice can ensure that the supervisor who accompanies the employee is not entitled to receive or request information of a personal or medical nature from the doctor. The doctor too is not empowered to give such information unless the employee authorizes (Wailes, 2007, p. 102). Consequently, the union collectively voices that the supervisor may contact the doctor treating the employee so as to explore the availability of alternative duties or with an aim of clarifying any form of work-related medical situations. The union through the employee voice demands that the Australia post need to develop processes via which the injured workers have buy-in to their return to work program that will ensure that the injured workers are given appropriate work to undertake when they resume work. The union advocates that it is important for the manager or the supervisor to discuss with the injured employee the responsibilities they are capable of undertaking and those that they will be satisfied with (Wailes, 2007, p. 146). The Communications Workers Union further voices that it is important for the Australia post to put into consideration directing that they need not to be present when an employee goes for medical consultation unless the employee requests for the same. This will ensure that the employee privacy is violated through the proposed introduction of attendance improvement management system. The employees through their union can collectively bargained for a program that will help suffering employees particularly from work-related illness or injury to obtain medical treatment as soon as possible, so that they can be retained at work via appropriate medical restrictions without their privacy rights being abused (Wailes, 2007, p. 149). Furthermore, if the union is involved, it will fight for the employees’ right to enjoy the sole responsibility of reporting any form of illness or injury that may affect work safety or performance of him/her or co-workers and hence seek appropriate treatment in a place of choice. Additionally, the union ensures that the participation of the employees in the program does not affect the rights of the employees and their entitlement to workers compensation. The union ensures collective voice that ensures that the employees that need treatment to go to a doctor of their choice or attend an Australian post FND. Additionally, the union will ensure that the employee have the right to reject or choose the providers recommended form of treatment without being victimized by the Australian Post (Wailes, 2007, p. 150). Additionally, if the union is involved, the cost of treatment incurred if an employee attends their own doctor, the employer will bore the cost. The union further ensure that any form of discussion pertaining to restriction that occur between the doctor and the supervisor-whether assessing or employee- if possible should be conducted in the presence of the employee. For instance, when Mr. Chelbowczk who was a mail officer at the hospital presented his complains to the union on being threatened to attend CND as a result of suffering from back injury at his workplace. According to Mr. Chelebowczk’s, the Australian post was not contented with his doctor’s medical opinion. When he refused, he was threatened with a disciplinary action. Mr. Chelbowczk sought the help of the union who argued that forcing Mr. Chlebowczk to attend FND was violation of his right. In collectively voicing the rights of the workers, the union ensured that the workers are not unfairly punished. The union further advocates the importance of educating they process they need to undertake in case they are injured so as to ensure that their rights re not violated (Wailes, 2007, p. 102). In conclusion, from the above arguments, it is evident that there are a number of merits associated with communication workers union becoming involved in the decision of Australia post management in introducing the attendance improvement management system. References Akorsu. A.D and Akorsu, P.K. (2009). Human resource management: a substitute for trade unionism. Journal of business and enterprise development. Balser, D.B. and Winkler, E.A. (2012).Worker behavior on the job: a multi-methods study of labor cooperation with management. J labor Res 33:388-413. Kotter, P. J and Schlesinger, A.L (2008). Choosing strategies for change. Harvard business review. Retrieved from hbr.org. Wailes, N. (2007). Globalization, varieties of capitalism and employment relations in retail banking. The Netherlands; Kluwer law international. Read More