The paper "Industrial Relations and Workplace Change" is a wonderful example of an assignment on management. Unions are an important driver for an organization’ s revenue and successful business practices. When the management recognizes unions, mutual respect and confidence develop between the employer and employees. This way, unions help create a cooperative relationship with the management and can, therefore, play an important role in overcoming barriers to human resource practices that may hinder employee competitiveness and productivity. In a way, non-unionism denies employees and employers the opportunity to attain competitive advantages through the development and application of human capital.
In particular, unionism has the advantage of promoting the independent voice, which cannot be substituted by any managerial practices. As such, Flood and Toner’ s understanding of non-unionized workplaces is not likely to accommodate successful workplace change, especially in today’ s workplaces. Their understanding clearly seems to downplay the important benefits that organizations gain through the collective bargaining power of employees. According to Pyman, Cooper, Teicher & Holland (2006), the first step in transforming an organization into an all-time productive entity is the recognition of trade unions by employers.
It is therefore imperative for an organization to implement policies that consistently encourage and support collective bargaining. The other negative side of non-unionism is that it does not promote collective agreements between employers and employees, which can address a number of issues that can be beneficial to both employers and employees. Therefore, recognizing unions is an essential initiative that can help bring together employees and management in a partnership, which outlines policies for instituting fair workplace processes. Salamon (2000) has explained that some management may find it necessary to work under non-unionism but when they recognize the power of unions, the results are immense and beneficial to all stakeholders.
Freeman, R.B. (1996). “Individual Mobility and Union Voice in the Labor Market”. The American Economic Review, Vol. 66, No. 2, pp. 361-368.
Gollan, P.J. (2001). “Tunnel Vision: Non-Union Employee Representation at Eurotunnel” Employee Relations, Vol. 23, No. 4, pp. 376-400.
Lloyd, C. (2001). “What do Employee Councils Do? The Impact of Non-Union Forms of Representation on Trade Union Organization”. Industrial Relations Journal, Vol. 32, No. 4, pp. 313-327.
Pyman, A., Cooper, B., Teicher, J., and Holland, P. (2006). “A Comparison of the Effectiveness of Employee Voice Arrangements in Australia”. Industrial Relations Journal, Vol. 37, No. 5, pp. 543-559.
Salamon, M. (2000). Industrial Relations: Theory and Practice. 4th ed. Harlow: Prentice Hall.
Spencer, D.G. (2008). “Employee Voice and Employee Retention”. Academy of Management Journal, Vol. 29, No. 3, pp. 488-502.