Industrial Relations and Workplace Change - Math Problem Example

Industrial Relations and Workplace Change Word count: 2428 Part A Question 1 (620 words) Employees can air their views to management in various modes. One new way, which is yet to be adopted, is a case where employers create their own formal voice through what is termed non-employee representation. According to Fairbrother and Yates (2003), they argue that if the unions come together, they will have a stronger collective bargaining power (Belanger, J & Edwards, P 2007, p.722). There are various groups of non-unions that are suppressing trade unions. Traditionally, the voices of non-union have been defined to substitute the trade unions. Examples of these companies include IBM, HP, and Microsoft; they are known to outwit the trade unions. On the other hand are those small companies that tend to exploit its employees in that they suppress the unionization, that is, they do not follow the policies that have been set by the unions (Wilkinson et al., 2005, pp. 54). In respect to this, a situation whereby an organization may capitalize on a given non-union voice with a reason that the trade union’s voice is not involved in anyway; it is the aim of this organization to make sure that voice process is kept within the organization. It is also true that both non-union and trade unions can co-exist within an organization. Arguments that were brought forward from the social view indicated that employees of non-unions act as bargaining representatives; this is their major role as agents because they are perfectly aware of power equality (Dundon, & Rollinson, 2004). They also have an understanding of employment in that it is a continuous relationship. This best explains the compliment of management decision-making other than substitution and suppression alone. Basing on the reference, substitute means that non-unions will fully replace unions. Here, employers are believed to come up with a preferred representative of employees as compared to the union. It is also true that both non-union and trade unions can coexist within an organization (Dundon, & Rollinson, 2004). In management, non-unionism gives a number of benefits. It is a tool that is used to ensure both the employer and employee realize a win-win result (Dundon, & Gollan, 2007). According to Coopings (1998) in a research that was held at the Delta Air Lines, if cooperation and good employee relation exists, then employees will be satisfied with what they are actually doing in the firm and as a result, they will be willing to totally commit themselves to work for the company. From the findings of the research that was done at the Imperial Oil, it shows that if perceptions of worker power and influence to develop are anything to go by, representatives overestimated their capacity to halt corporate level initiatives. About this, employees expectations are widened thus frustrating them even more and more after the renewal of union of representation (Dundon, & Gollan, 2007). It is considered management distaste trade unionism because employers who are wild are simply undercurrent either when substituted arrangement or complementary processes. In some cases, a choice made by management concerning non-union may be irrational. Basing on human resource, firms are needed to pay and ensure their job security. The review, albeit limited, has indicated a number of implications for employer, unions and government regulations as far as the voice of employee is concerned and majorly to the non-union voice programs. According to Dundon and Gollan (2007), employees should get involved in making decisions, he move forward to spread the importance of leadership to carry as they inform so as to harness admirable outcome (Galla, & Mckay, 2001). Non-unionization is a tool that is used to ferry information efficiently and more effectively. Basing on an economical environment where union voice is likely to fade away, management will likely seek to demand for authority to be disclosed to them thus a shift in collective employment. (620words) Question 4 (543 words) According to Bryson and Gomez (2005), trade unions are currently faced with crisis in industrialized economies. In the western world, the rate at which the unions are falling is alarming. This is attributed to the lack of support from either industrial or political influence. As a result, researches have been conducted so as to find on ways that unions can reform themselves so employees’ grievances such as wages and working conditions are well taken care of. However, the decline of trade union coverage has invited a number of researchers to find on the cause of this impact (Gittell, & Bamber, 2010). Organizational democracy is considered one of the key issues as far as NER is concerned. In this case, the right to expression is granted to employees at their workplace. Non-union voice in real sense is improving the interests of employees. In this case, managerial outcome is liable to contradict with those of employees with respect to productivity of the firm (Dundon, & Gollan, 2007). The main aim of non-employee representation is to satisfy the employee; it is more concerned with the social welfare of its clients. In other words, non-unions are seen to improve the likes of employees. Non-employee representation has been used as a general term to stand for union and non-union representatives. In this case, pure non-unions are getting more concern (Gittell, & Bamber, 2010). NER is seen to be complicated, first is a management strategy whereby the key goals of human resources are divided into two. NER will relate with the industrial relations thereby moving past the unions in the process of participating in the market being the second portion of human resource. Through this, unions will have been avoided. Also on the market participation, participation is motivated towards labor control and avoiding unions (Donais, 2006, pp. 54). Unions are facing tougher challenges from the NER mainly because improvement is achieved only if NER is employed rather than unions; this is because when the management gets in touch with its employees, it will be in a position to more ideas than in a case of unions. Through this management will have shifted its competitive advantage to positive (Gittell, & Bamber, 2010). On the instance that the non-employee representative requires that the human resources increase the number of workers to play a role in the non-union representative; in so doing, employer will have a chance to utter a voice, buy a voice or engage in a two-way channel position (Dundon, & Gollan, 2007). NER is likely to run the opposite direction as compared with the trade unions because in NER the employer has a voice to make while in trade unions, the employee is valued more than the employer is; this has made the situation easier for many private companies to employ this method. For the trade unions, it is quite difficult to hold meetings for its clients but for NER is estimated that it be holding nearly once a month (Dundon, & Gollan, 2007). The trade unions are well known to organize strikes to air out their grievances but in the case of non-employee representative, it is set as a stand a lone department that will hear fro both parties (Dundon, & Gollan, 2007). The role of NER is to coordinate with the human resource department and find on ways to increase the number of expertise unlike trade unions, which are after the welfare of the social life of its clients (543 words). Question 6 (620 words) Scholars have gone an extra mile from single institution to diversified institutions. One of the theories that rise out of this is Varieties of Capitalism (VoC) which gives an argument that every market economy has its own way of employee relation. Varieties of capitalism are quite useful when analyzing workplace change. For instance, it does not support the notion that there exists only one way on how to organize capitalism; it gives a contradicting role on how institutional arrangements play in molding market societies function. It is through this argument that varieties of capitalism differ from neo-institutionalism analysis, which has a focus on one institution. Firms are faced with problems that emerge within the organization and those from the external environment. Varieties of capitalism are a theory that puts forth a suggestion that globalization impact on employment relations differ considerably depending on different market economies. The best way to organize capitalism is to have a role that is against institutional as well as economic arrangements in a global system. The significance of globalization in many economies defines the extent to which the change process can be affected by the way an organization is structured. Varieties of capitalism gives an overview on the aspects that have to be considered in change process, therefore understanding them is important in understanding the process. VoC provides indication and guidelines in relation to within diversity in employment relations and outcomes of the processes of change (Bray et al). Institutions or any other organizations have to understand the diversity and dynamic nature of the commercial environment they are operating in. Employees need to respond to changes with respect to globalization dynamics in play. Institutional management, political environment and power relations between corporate branches and main offices influence the change management process (Henry, 2000). An example of application of varieties of capitalism in understanding change management process is exhibited by Asian market economies in comparison to western market. It is argued that there is a significant difference between the two economies and therefore approach to change process is affected by the same economies. The difference presented by the economies includes varying forms of property law, capital market structures and cultural patterns and believes. Understanding these aspects in any economy is the key to determining the change process and methodologies to be applied (Colter, 1998). Varieties in capitalism seek help in undertaking key issues, which have to be considered in change management process. Work organization is one aspect that needs to be considered. The definition of work allocation in many settings differs depending on economies. Therefore, varieties of capitalism will seek to introduce an understanding on technological aspects in the workplace as well as the impact of the same in operations. Technological advances differ in different countries or economies. The application of technological and operational organization in Asian Market economies differ considerably with those of the western economies. Varieties of capitalism also expound on the difference in skill formation amongst different economies. Impact of public policy and the volatility of skill formation will affect the change process in any setup. Remuneration systems, on the other hand, also vary considerably. This one aspect needs understanding in the organizational management framework. The VoC framework identifies this as one of the changing issues in organizations. Finally, workforce arrangement and management relationships with employee define other aspects that determine the workplace change in the ever-changing and globalised economies (Donais, 2006). VoC therefore offer a critical point of view to examine these factors at length and develop a change process that is suitable to a particular economy and enterprise. Variations in capitalism indicate variations in approach to work-place change. Economy size effects and country’s economical structure affect the change approach in an organization. (620 words) Part B Question 7 (645 words) Collective bargaining is described as the process through which employees come together in an organized manner and negotiate a contract with their employers that lays out certain terms and conditions of service including salaries, benefits, vacation time, work-hours, safety conditions and procedures of dispute and grievances resolution (Bray, Waring & Cooper 2011.). By referring to company B, the level of bargaining can be identified such that the employer can approach the process either in multi-employer or single-employer bargaining. Level of bargaining define the level at which the bargaining structure has to be done. The two companies, due to the wide number of networks and branches they have, can decide to use decentralized bargaining. This is where employees in an enterprise enter a bargaining process with their employers with each employee having a representation from each branch of the business network. The company management as a single entity engages with employees from different branches (Belanger, & Edwards, 2007). Bargaining agent refers to representatives that represent the interests of a particular group in the bargaining table. The employers will have the employer’s representative while the employees would have their union represent their interests in the process. Company B could both have its representatives represent them on the table more than 90 employee of company B has the potential to join a union or form their own non-union representative organization, then have the same bargain with the employer who may be represented by the employers associations or such. Company C similarly could use the same approach considering that the number of employees is high (Wilkinson, Bailey & Mourell, 2005). The scope of bargaining refers to issues within the boundaries of the collective bargain process. Issues that can be dealt with in a collective manner include wages and working hours. Other issues include working conditions as well as work security. Employees can effectively use collective bargaining approach to realize these issues. Given the fact that the number of employees in company B and C is high also coupled with the fact that the many employees fall into same categories, the use of collective bargaining becomes easier and more appropriate as opposed to individual bargaining. Collective bargaining allows for clear determination of the bargaining status. Legal issues regarding to the status of bargaining can easily be solved and the desired outcome achieved. It becomes easier for employers to settle disputes either in court or by legal means if collective approach is used. The same can be said for employees, as seeking legal representation for bargain process is much easier and easily facilitated. Status of bargaining describes the legality of the agreement reached. It answers whether the processes are legally binding on the parties. Collective bargaining makes the achievement of this a much easier task (Buttigieg et al, 2008). Coverage of bargaining refers to the extent to which the employers recognize the coverage of bargaining. Some employers might not recognize some employee representation if they do not belong to unions. Only employers tend to recognize employees that belong to unions. Belonging to a union facilitates collective bargaining. Unions therefore promote collective bargaining, hence employees can easily bargain with their employers without fear or intimidation. The same can be said for employees as seeking legal representation for bargain process is much easier and easily facilitated. Status of bargaining describes the legality of the agreement reached. It seeks to answer whether the processes are legally binding on the parties. Collective bargaining makes the achievement of this a much easier task. The level of bargaining define the level at which the bargaining structure has to be done. The two companies due to the wide number of networks and branches they have can decide to use decentralized bargaining. This is where employees in an enterprise enter a bargaining process with their employers with each employee having a representation from each branch of the business network. (645 words) (2428 words in total) References: Belanger, J & Edwards, P 2007, ‘The conditions promoting compromise in the work place’, British Journal of Industrial Relations, vol. 45, no. 7, pp. 713-734. Bray, M, Waring, P & Cooper, R 2011, Employment relations: theory and practice, 2nd edn, McGraw-Hill, North Ryde, NSW. Buttigieg, D, Deery, S & Iverson, R 2008, ‘Union mobilization: A consideration of the factors affecting the willingness of union members to take industrial action’, British Journal of Industrial Relations, vol. 46, iss. 2, pp. 248-267. 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