Managers are paid to manage and they should be free to do that without interference. Critically evaluate in regards to one aspect of the Employment Relationship.
Managers are paid to represent the owner with responsibilities to operate the business efficiently and to manage the employees effectively, in order to achieve the best profit and productive of the business. Since they are the agent of the owner and entitled with exclusive power – managerial prerogatives, they are playing an important role in managing all workplace assets. With appropriate uses of control and employees (Loudoun, McPhail & Wilkinson 2009) can be beneficial to facilitate the business operation as well as to achieve the best outcome for the business. Although manager has a high level of ability and rich experience on managerial aspects and managerial decision-making, they do not have sufficient time and information to make a desirable decision. Moreover, managers are mostly dealing with the administrative tasks (Amar, Carsten, Bami & Hlupic, 2012), they might not even be involved in the daily front line operation. Therefore, openness to opinions of employees and unions will enhance the quality of the decision made (Wen & Zhou 2009) and diffused-leadership management (Amar, Hentrich, Bastani & Hlupic 2012) with employee and union involvement will lead to manager succeed. Thus, manger should not be free to manage without interferences - employee and union participations.
This essay will analyse both advantages and disadvantages of employee and union participations as to why manager should not be free to manage without employee and union participations, even they are paid to manage. First, it will demonstrate the advantages of employee and union participati...
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...nson, A 2009, Introduction to Employment Relations, 2nd Ed, Pearson Australia, New South Wales, Australia.
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To conclude this analysis on the basis of the labor’s extensive history, Sloane & Witney (2010) propose, “it is entirely possible that labor’s remarkable staying power has been because of the simple fact that to many workers, from the nineteenth century to the present, there really has been no acceptable substitute for collective bargaining as a means of maintaining and improving employment conditions” (p.80). In the end, it is important to anticipate unions and employers presently work together to find solutions that will enhance collective bargaining strategies and practices to serve the interest of both parties.
Unions are organizations that negotiate with corporations, businesses and other organizations on behalf of union members. There are trade unions, which represent workers who do a particular type of job, and industrial unions, which represent workers in a particular industry. The American Federation of Labor-Congress of Industrial Organizations (AFL-CIO) is a trade union, while the United Auto Workers (UAW) is an industrial union.
David Brody argues that the rise of contractual or collective bargaining relationships during the post WWII era formalized the relationship between employers and unions, but simultaneously began to put a break on shop floor activism. Explain Brody’s argument and, where relevant, incorporate Weber’s theory of bureaucracy.
...lley, W. H., Jennings, K. M., Wolters, R. S., & Mathis, R. L. (2012). Employment & Labor Relations. Mason, OH: Cengage Learning.
Factories were known for their ill treatment of their employees, long hours and dirty and unsafe conditions. In 1866, unions started to form to improve working conditions for the workers. A fundamental problem faced by democratic societies is as long as people live their lives individually and go their separate ways and be selfish individuals, they are unlikely to meet collectively to resolve issues. There needs to be meaningful unity among people to alleviate this problem to get people obliged to one another, so there is a willingness to sacrifice for shared goals. Bonding of its citizens creates a democracy. Unions seemed to offer the middle class a chance to become a crucial part of fostering institutions of constitutional democracy. The unions have went through several transitions, but have always worked for the working force. I will discuss the history of the various unions, their wins and losses, and the struggle of the employee to achieve democracy in the workplace.
The disadvantages of union membership are viewed from the employee and employer perspective. Through the employee lens, the disadvantages manifest in the form of fees, loss of autonomy, and less collaborative work environment. As part of the union, you surrender many of your individual rights in exchange for the organized results that can potentially manifest through the collective bargaining process. Therefore, there isn’t any assurance that your individual concern will even be addressed.
Even though the very purpose of a union is to defend the interest of its members, the company could also use the instrument to promote the official point of views of the company’s management. In clear, the union and the management could work in good intelligence to promote the interest of worker and the interest of the company. Generally, the problem between management and union come when they one as another as an adversary and not as a partner. To be more constructive and create a working atmosphere profitable for both parties, union and company’s management need to work side by side to address real problems. Thus, worker must understand that the best job security for them comes primarily from the existence of the company and so their union should not be a mean for jeopardizing the company’s purposes. Similarly, the management must also understand that he will not achieve his annual goals unless the workers are well treated and the condition of work meet the standards set by official rules and regulations. This is a clear psychological contract between the company and it workers. The success of the company depends heavily on the respect of that psychological contract. Personally, I will play the role of a mediator between my boss and the worker who want to unionize and explain. I will clearly explain to my boss the benefit of having a union in the company and also explain to the worker the necessity to help the company increase it performance by working harder. And the union should not be a tool for undermine the efforts of the management to achieve better
The labor union movement over the years has shaped the way individuals work and live for both the nicest and unpleasant. Some would think the unions influence has created a power struggle between management and union leaders. In today’s time, some citizens insist the existence of unions are a must to aid in employee freedom, while others view the labor unions as just another problem in the line of progress. The purpose of labor unions was for employed workers to come together and collectively agree on fundamental workplace objectives. The rise of the union came about after the Civil War- responding to the industrial economy. Surprisingly at the least unions became popular within the 1930-50’s and began to slowly decrease, starting in the 1960’s on to today. Although, the popularity of labor unions has decreased, its importance remains to be evident with politics, journalism, auto, and the public education industries. The objective of this paper is to shine light upon labor unions, taking a closer look at the disputed issues of union ethics, concerns of union diversity, and the opposing viewpoints of labor unions.
Flanagan, R. J. (2005). Has Management Strangled U.S. Unions? Journal of Labor Research, 26(1), 33-63.
1. Stone, R.J. 2002, 4th edn, Human Resource Management, John Wiley & Sons Australia, Ltd., Australia.
Management maintains the right to direct all business activities. In order to retain as much authority as possible in the direction of the workplace, management has sought to include certain provisions in collective bargaining agreements. Management has no rights over individual people within the organization, but does maintain rights to property, which are real and legally enforceable. Management has sole discretion and flexibility in deployment and discipline issues and maintains the right to assign measures to people within the compa...
The pluralistic approach accepts the legitimacy of workers forming themselves into trade unions to express their interests, influence management decision and achieve their objectives. The pluralistic approach sees conflicts of interest and disagreements between managers and workers over the distribution of profits as normal and inescapable. The role of managers/management would lean towards enforcing, controlling, persuading and coordinating. Trade unions play an important role in this approach, being that employees can join unions to protect their interests and influence decision making by the management. Trade unions balance the power between management and employees, hence its an important factor in this approach and industrial
The laws and regulations surrounding Industrial Relations since the 1900’s have, at each reform, placed tighter constraints on the amount of power unions are able to exert. The reforms have also radically increased managerial prerogative, through an increased use of individual bargaining, contracts and restrictions imposed on unions (Bray and Waring, 2006). Bray and W...
Traditional literature in the field of labor relations has focused immensely on its benefit towards the employer and in the process equating it to working rules. This has been so despite the field being expected to cover the process of, labor management, union formation, and collective bargain; all which are anticipated to create a positive employer-employee relationship. This relationship is said to be positive if there exist a balance between employment functions and the rights of the laborer. Also important to note, is that this relation is equally important to the public sector as it is to the private one. Therefore, to ensure a mutually conducive labor environment exists, effective labor management process and inclusive negotiation program should be adopted (Mulve 2006; Walton, 2008).
Suffield, L., & Templer A. (2012). Labour Relations, PH Series in Human Resources Management, 3rd Edition