Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Employment Relations
CIPD Employment relations Survey Report 2011 It has been shown that the union membership is more common in the public sector and that the density of the union membership mainly depends on the relationship of the management to the membership. It is evident that there is a strong link between the two characteristics, however, it is also noticed that the support for the union relationship among the management is more in the public sector, but this support is also present in the private sector as well.
It has been noticed that the relationship between the unions and the management is usually positive. According to a survey approximately 55%of the respondents said that they have a positive relationship, there were 30% who described the relationship as neither negative nor positive and 15% said that they had negative relationship with the unions.
However, it has been noticed that since the last Employment Relation survey conducted by the CIPD in the summers of 2008 there has been a decrease in the number of people saying that they have a negative relation with the union. It can also be seen from the fact that 69% of the people said that they have positive relations while only 9% said that they have negative relation with the union.
About 50% of the people who responded, described their relations with union officials and managers as good, 46% of the people said that it varies and only 2% said that they have a bad or negative relation and in that whole survey only 2% of the people said that the personnel relation with the managers or the union doesn't exist.
Among the people who responded there were only one third who said that the relationship among the union and the mangers had changed in the last 12 months while, there were 64% who disagreed with this.
From among the one third who says that the relationship between the mangers and the union has changed in the 12 months there were on 21% who said that it had become positive while, the rest of the 76% said that it has become negative.
Obstacles to effective partnership with the unions
In the survey it was asked from the respondent to mention the top three reasons because of which they think that the relationship between the mangers and union gets affected. A total of 37% respondents said that it was because of the lack of the business understanding from the union while, 29% said that the union policies on the national-level are responsible for the lack of a good relationship among the mangers and the union whereas, 35% said that it was because of the trust issues found on both the sides.
Workplace Employment Relations Survey 2004
The concentration of the union membership among the employees in a workplace can be often estimated when the union tries to collect the membership fees by direct debit and the managers underestimate the presence of the union members in their workplace. It has been shown that in almost 64% of the workplaces there are no union members and that they are present in only 18% of the workplaces. There were 57% of the workplaces in the 1998 which had no union members and only 22% of the workplaces had these union members which made up the majority.
Representative voice
It has also been noted that amongst the 34% workplaces with the union members, three quarter of these members are associated with one or more unions and the reason for this association is to negotiate the pay and other conditions of the employees. The workplaces with this scenario made up 27% of the other workplaces and they had 48% employees from among all the employees whereas, the figures were 33% and 53% respectively, in 1993.
It has been noticed that the main decline in the union recognition occurred in the small workplaces, for example, in 2004 only there were only 10-24 employees in a workplace…
With regards to the declining trade union representation, it is often said that freedom mostly progresses in a very faltering fashion with a step backward for every two steps forward. But in the case of the freedom of association it is very evident from the facts that have been mentioned above that this is not a passing phase rather these restrictions might stay there if something isn't done about them. It can be clearly noted that only the countries that are very rich in natural resources or are involved in the global have seen the decline in the associational rights (ICFTU, 2006).
On a general note -- with regards to union policies at the national level -- both the European trade unions as well as the ones in United States should play a more important role in helping and supporting these unions which are under a lot of pressure and are publicizing the incidents of abuse being done to the workers. The democratic governments should make sure that they bring up the topic of the repression of associational rights at all the relevant international forums consistently such as; the UN Human Rights Council and also the regional entities like the OSCE and OAS. Lastly the methods that are being employed by the majority of companies in suppressing their workforce and ultimately the civil society should be differentiated by the democratic community along with the decline that is occurring in the associational rights of the workers (Kirchner, Pascal and Michael, 2010).
With regards to trust issues and lack of understanding of corporate vision and strategy, educational programs need to be created that inform the workforce about various business policies and processes. Lastly, union representatives need to be present -- regardless of whether that representation comes in the form of stand-alone non-union representatives or joint consultative committees -- to allow peaceful resolution of all labor disputes.
Some unions and their federations, however, presently have notable welfare programs, including human services. As of 2007, there were more than 10 million union members in Japan, and the organizational rate was 18.1%. The members were two thirds the number but 1.5 times the rate of those in the United States. Japanese union's mission is to be "maintaining and improving the conditions of work and raising the economic status
However, the management did not have the utmost power. The unions took up the cases with the authorities. Their decision was scrutinized by Fair Work Australia and was, consequently, terminated. This is a show of the lack of control that the managers have in the operations. In any case, the regulations in the country favor the employees and managers have to conform to regulations from the legal bodies. Conclusion The work
A great deal of the work is unpaid or low-paid, with a heavy reliance on females and young labor and, in some countries, migrants. Most work is regarded as semi-skilled or unskilled, with some deskilling. Training is often basic, with firms tending to buy in skills from the labor market. A large number of workers communicate directly with customers, while others have a more indirect customer relationship. Part-time and nontraditional
At the same time, this strategy undermined the ability of workers to gain collective power. All these factors resulted in increased insecurity in terms of the job market and in terms of the relationship between employers and employees. Auer (2005: 6) addresses Kalleberg's point in this regard with an assertion that the common assumption is that the twin factors of globalization and technological advance would fundamentally change the employment relationship
5. How have the trade unions in the industry responded to the changes in employment relations in the industry? Since 1991, both Labor and Liberal-National governments have encouraged enterprise bargaining, marking a major shift away from a more centralized approach to employment relations. On the other hand, there is still an aspect of external regulation in the automotive sector and more generally, across the industrial relations system. The AIRC, a tribunal
Employment Law Compliance Plan The following employment law compliance plan is specifically designed for the limousine service that our client, Bradley Stonefield has contacted our firm about. Mr. Stonefield is seeking our expertise in planning and operating a small limousine service, staffed by 25 employees in the first year, in the Austin, Texas market. As the anticipated employee base will be very diverse, both from an ethic and age standpoint, the