The paper "Industrial Relations and Workplace Change" is a good example of a management assignment. Many organizations prefer dealing with un-unionized workers. They do not encourage their workers to join conventional trade unions. By workers not forming trade unions, the organization can introduce changes more easily in the organization more successfully. In regards to change, organizations can be able to handle change more effectively if the workers are not unionized. The first benefit that the organization accrues from dealing with a worker who is not unionized is that there is no likelihood of outside interference (Hodson & Sullivan 2011, 114).
When the management is making decisions on certain aspects within the company there is no issue of bargaining with trade unions on how it’ s going to affect the workers. The decisions are made locally within the organization. This ensures that there is no chance of influences from outside interfering with the structures and internal process negatively. Employee behavior can be controlled from within the organization. Thus it becomes very easy for the organization to manage change. An example is where a company brings new technology which lenders some workers jobless.
When these workers are non-unionized it’ s easier to reassign them other duties The other advantage of dealing with non-unionized employees is that there is greater cooperation. The relationship between the employees and employer are mostly cordial. The employee and the employer are most likely to share similar goals and beliefs for the organization. This kind of relationship between the employer and the employee is good for organizations which want to manage change more effectively (Hodson & Sullivan 2011, 114). An example of this kind of situation is whereby the management of the company is involved in salary negotiations.
If the manager is in a good relationship with the workers they should be able to accept what the organization is offering. The non-unionized employee’ s negotiations are mostly not self-regulating from the firm top management. The representative’ s employee who represents the others is handpicked by the management or elected by fellow employees with influence from the management of the company (Hodson & Sullivan 2011, 115). The employer holds monopoly power over employee representation. The outcomes of the negotiations are representative of what the management of the company wants.
The management is able to dictate most of the decisions to the employees. Therefore the management of the company may be able to introduce changes without problems. A good example is where the management influences the salaries of employees during negotiations. The management is most likely to influence the negotiation. Dealing with non-unionized workers is easier, as they have a greater commitment to their company or organization. The process of decision making is also quick when dealing with internal employees (Hodson & Sullivan 2011, 116).
When dealing with an employee representative from within the organization the decisions agreed upon looking more legitimate than if it was dealing with a representative from outside the company. There is easier communication between the manager and the employees. This is good for the company that would like to introduce changes as there may be easier consultations between the workers and employees.
List of Reference
Blyth, M 2003. “Same as It Never Was: Temporality and Typology in the Varieties of
Capitalism,” Comparative European Politics, 1 (2): 215-25.
Griffin, R. & Moorhead, G 2011, Organisational Behaviour, Mason, Cengage learning.
Hodson, R. & Sullivan, T 2011, The Social Organization of Work, Wordsworth, Belmont.