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Employee relations.
Power Sharing
Partnership
Traditional
Adversarial
Table 01. Employer and Employer interest in labour market adapted from
(Gennard and Judge, 2005).
But most organizations seem unions affect to cost and operational efficiency
by means of collective bargaining which may increase cost for production and
services. Therefore organizations tend to provide safe working conditions, fair pay,
and other benefits for their employees in order to avoid forming unions. In
unionized process it is important to review employee relations. (Dias, 2011) Trade
union power in private sector in reducing while not same as the public sector. In
the management perspective it’s safer to marginalize the trade unions than
derecognize because it may easier to deal communication , handling grievances,
discipline and safety issues with union than establishing alternative to those which
may costly and difficult to operate. (Armstrong and Tylor, 2014) Some large
organizations prefer nonunion relations and adopted employment policies and
pay packages which may attractive than trade union membership. These
organizations deal with employees individually rather than collectively. Smaller
firms deals with employees situational basis and there are no substitution for trade
unions. (Armstrong and Tylor, 2014)
According Foulkers (1981) large nonunion organisations like Black & Decker,
Eli Lilly, Gillette, Grumman, IBM, and Polaroid benefit believe that they achieved
productivity .They have executed creative approaches of employee relations and
achieved higher productivity than would if they were organized. In their
organisations, employee turnover, absenteeism, resistance to technological
change are low and employee loyalty is high. They point out followings are the
reasons for attaining point higher degree of success
- Freedom to experiment with employee relations plans,
- Opportunity to deal directly with workers,
- Absence of an adversary relationship between employees and
management.
This study reveals nine common attributes, policies, and attitudes among
large nonunion companies as follows.(Foulkes, 1981)
1. A Sense of Caring
2. Carefully Considered Surroundings
3. High Profits, Fast Growth, & Family Ties
4. Employment Security
5. Promotion from Within
6. Influential Personnel Departments
7. Competitive Pay & Benefits
8. Managements that Listen
9. Careful Grooming of Managers
Further readings of the article: https://hbr.org/1981/09/how-top-nonunion-
companies-manage-employees.
Effective communication helps in order to build up successful employee
relations and it makes a platform to identify needs and expectations of employees
as well as convince them the organisation’s expectations.
Reference
Gov.uk, (2017) Trade union membership 2016: statistical bulletin , Department for
Business, Energy & Industrial Strategy. Available at:
https://www.gov.uk/government/statistics/trade-union-statistics-2016.
(Accessed: 01 April 2018).