Issues emanating from results
As a management representative, these results would depict several issues. The first issue is that the firm has been rated at 53 in comparison to a total of 50. Therefore, pay is high for the firm. The other issue is that the work is rated at 62 in contrast to 50. Therefore, workers are comfortable at Central City.
As a union representative, I would have to issues to present out of the survey. Firstly, promotions seem to be perceived negatively due to the low rating (Gospel & Pendleton, 2006). The score is 36 against an average of 50. There seems to be a challenge for Central City with this issue. As far as supervisors are concerned, Central City performs poorly. It has the lowest rating at 27.
Impact on negotiations
As a union representative, I would emphasize that promotion is done poorly at Central City. The workers, who are union members, have to be rewarded for all their efforts. In addition, employees are dissatisfied with supervisors. I would stress that workers aren’t a mere resource meant for exploitation (West, 2012). Respect is of utmost importance to these people and management must make efforts to promote satisfaction levels. Therefore, a plan of action must be formulated to solve these issues.
As a management representative, I would respond to the issues from the union through some arguments. The first is that Central City would promote some employees without difficulty. This is because the employees are comfortable with their pay; having rated it at 53. Promoted employees will appreciate their recognition without a corresponding pay increase (Tracy, 2011). With regard to dissatisfaction by supervisors, Central City will use suggestion boxes to determine the causes of the dissatisfaction.
References
Gospel, H. F., & Pendleton, A. (2006). Corporate Governance and Labour Management: An International Comparison. Oxford University Press: Oxford.
Tracy, S. (2011). Employee Promotion & Morale Effects. Journal of Management, 126-128.
West, K. (2012). Employee Attitude Surveys: Turn Employee Attitudes into an Asset. National Business Research Institute, 43-45.
