Union Management Relation
The measure of whether we believe a relationship is "healthy" is whether we believe it provides us with:
a) what we want
b) Peace of mind
c) The opportunity to cope with
differences.
If these needs are met for one or
both parties, any attempt to change the partnership is likely to be ineffective
or unnecessary. Furthermore, each individual in the
relationship must agree that it is at least partially to blame for the
relationship's poor quality. Focusing solely on how "they—the other
side" treats us is a recipe for blame-casting rather than
relationship-building
THE “SYSTEM” OF UNION-MANAGEMENT RELATIONS
Figure 1
Source
It is helpful to interpret the
"Relationship" in its entirety, regardless of the mechanism used to
re-build the relationship. The model developed by Walton and Mc Kersie is a
generally accepted, standardized view of this context.
A labor relations structure has
four elements, according to this model:
(1) External and internal
determinants
(2)
Arenas of formal interaction and other activities
(3) The emergent relationship
(4) Consequences
A concern about the CONSEQUENCES
will motivate any attempt to modify the RELATIONSHIP, and it will rely on the
ability to change the nature or form of INTERACTIONS, as well as probably alter
some (internal) DETERMINANTS (belief and policies).
THE PROCESS OF
RELATIONSHIP-BUILDING
Occasionally, what the parties are ready for and clearly need
is an increase in the consistency of their engagement within different
labor-management committees. These committees' mandates which include workplace
health and safety, technological reform, or another type of consultation
mandated by law. There
are a number of reliable tools that can help a labor-management committee
self-diagnose its areas for change. External facilitation can also assist a
committee in identifying additional flaws in the mechanisms and procedures of
engagement, such as agenda-setting, chairmanship, and so on. Facilitation can also help to
maintain a sustained emphasis on the engagement phase (as a balance to the more
prevalent pre-occupation of committee members with the content of their work).
The role of a "facilitator" differs from that of a
"mediator." In essence, a facilitator has a "process
orientation" rather than a "mission orientation."
Figure 2 below shows a sample
comparison of these orientations.
Source
Cohen-Rosenthal, E. &. B. C., 1994. “Improving
Organizational Quality byForging the Best Union-Management Relationship”,, Issue
National Productivity Review,Spring, pp. 215-231.
John, P.-H., 1982.
Relationships by Objectives, Industrial RelationsGuide Service,. Labor-Management,
Issue Englewood Cliffs.
Walton, R. &. M.
R., 1991. Behavioral Theory of Labor Negotiations. 2nd ed(ILR Press).
I think management & employee unions should keep good relationship to survive in the business world and most of the employers are seeing these labor unions as headache to them since they are leading strikes, always asking bonuses and so on.
ReplyDeleteAs per my opinion both parties should have mutual respect among them & Employee unions and management work well together if they all recognize that the other has a valid and valuable objective. Management is in charge of an organization's finances and working climate, while unions represent workers in negotiating the best terms and conditions of jobs. Employers and employee unions are obviously interdependent because the company requires a happy, safe, and profitable workforce to achieve its business goals, and workers need a place to function.
Mutual respect makes it easier for employers and workers to achieve their objectives because it encourages negotiations and guarantees that no side takes an unnecessary hard line with the other.
Good article. Unions are representing the employees to gain best terms and management think about controlling the resources. If an organization wishes a healthy and productive workforce it's vital that management and both unions being interdependent. Mutual respect plays a main role here to meet employees and employers goals as it ensures non of the parties will get the advantage.
ReplyDeleteunion–management relations are also of special importance in that, through collective bargaining and other formal and informal means of interaction, unions and employers establish the wages, hours, and working conditions of large numbers of workers. Of all the conflicts found in industrial organizations, those involving unions and management have received the most attention. Labour unions are the primary means workers have for advancing their collective interests at the workplace.
ReplyDeleteThe trade unions are a major component of the modern industry relations system. A trade union is an organization tailored by workers to protect their rights or improve their working condition. It is voluntary association at workers formed to promote and protect their interest thru collective bargaining, Trade unions are formulated for number of reasons such as working condition, fair wages and job security etc.
ReplyDeleteAdministration and unions both want the best for those they serve. This is not a comfortable task since each crowd has its concerns to guard and support regarding issues such as salaries, working circumstances, and benefits. Employees require to learn how to work together to negotiate productively and agree upon the best possible solution for both parties.
ReplyDelete