Workplace Change IntroductionAccording to Leslie (2008, p. 2), change in work is experienced at all levels from senior manager, executive or a frontline supervisor. The inertia for change are varied and many. Bargaining for change is the approach that agrees on practices of work to be secured from various groups in trade for compensatory payments (IRC 2007, p. 2). The workplace change in federal agency has occurred through collaborative bargain by employees’ representatives. According to Marick (2010, p. 2), 60 % of workers under federal services are unionized, offering fertile ground to engage workers in changing the agency performance.
Engagement gives an opportunity to promote collaborative workplaces that offer both the management and employees a greater voice in improving working conditions and operations. The bargain for change in workplace has created an objective in recent executive order under president Obama on developing labor-management forum to improve government services delivery. Efficient government needs efficient management and in turn management needs momentous engagement of employees in government. The first section of this essay tackles the workplace change in the federal service from 1960 under the lead of President Kennedy where he pioneered limited bargaining approach in the workplace.
It also discusses the efforts of President Clinton in try to reinvent the government by absolutely doing way with top-down model and widening the bargaining approach. The Bush management has also been discussed where he reversed the bargaining plans that had been previously set by Clinton and inclined more to top-down model of management. Obama is discussed in later section, seen to revert all the Bush approaches and adopt a bargaining approach by encouraging unions’ participation.
The workplace change in the federal services has been dominated by bargaining for change approach. Workplace change in the federal serviceSince 1960, the US federal policy has allowed workers the right to have union representation (Marick 2010, p. 5). However, the administrations have differed greatly in their pledge to attain good labor-relations, mirroring varying philosophies toward legitimacy of involvement of union and public management. There has been varying relations of labor-management between the different administrations from Clinton to Obama. Organization and labor activism among workers of federal service started in mid 19th century.
Workplace and political forces increased until they succeeded to have a government wide policy to allow fundamental rights of labor. President Kennedy established a task force in 1961, led by Goldberg, the then secretary of labor, to investigate relations of labor management in federal service and develop necessary recommendations of policy. The president also put the memorandum that stated that the management officials at every level in agencies and departments should recognize that every worker of federal government is entitled to participate and join in employee organization activities and asks for enhanced conditions of work and grievances resolution.
The memorandum continued to state that involvement of government workers in the implementation and formulation of policies and procedures of employees concerning them helps to efficient execution of public activities. It also stated that participation should involve discussion by liable leaders with employees’ representatives and organization of federal employees.