Question 1
Collective bargains and labour relations are usually associated with adversarial approaches. However, there are also ways the adversarial approach can be avoided. Normally, there are two opposing sides, each seeking to have its terms accepted in the collective bargains. In other cases, the labour relations are aggressive such as holding demonstrations. However, the compliance and collaboration strategy can be used effectively without causing adversarial impacts. In this case, both parties agree to comply with the terms and conditions of the bargaining process or labour agreements. The parties then collaborate in working towards achieving the collective bargains or improving labour relations.
Question 2
When unsatisfied with the pay, one would explore several ways to respond to the issue. For instance, one can go to their boss and explain how their pay is not commensurate to the amount of work they do. Another way would be to raise their working standards and become active members of the organization. This might earn them a pay increase or a promotion. This reaction will be influenced by personal performance in the organization, the role one fulfils in the organization and the relationship one has with top managers.
If one feels harassed of abused in the organization, the reaction will be slightly different. The individual should report the harassment to the relevant authorities because it is against the labour laws. Another option for the individual would be to resign because a work place where one is abused or harassed is unhealthy.
Question 3
The conditions at the Triangle Factory were dismal. It is still regarded as an example of total disregard of human, and to be specific, employee lives. This occurred during the early industrialization years where people had broken from the trend of working on farms. People were now working in industries in large numbers. At that time, employees did not have any legal rights. Therefore, all accidents were deemed to be the fault of the employee. Even if the employer was responsible for the accident, the employee would still take the blame. Managers of the company were under strict instruction from the owners, who were only interested in making money and disregarded employee welfare.
Prior to the fire, employers had enforced strict rules on employees. Managers were to keep vigil on employees’ thieving and laziness. The employers were keen on taking care of their expensive materials and machinery to avoid breakage by employees. All exits in the factory were locked as a way of enforcing these rules. When the fire broke out, employees were trapped in the building leading to many deaths.
Sweatshops in the 21st century are much different from those of the 20th century. The difference includes the working conditions. Workers in the 21st century operate under favourable conditions that employers provide. Employers are held accountable for any accidents or poor working conditions. Employers are focused on profit maximization and employee welfare. However, in the 20th century sweatshops employers only cared about profits. Employees were mistreated, overworked and any accidents were said to be employee ignorance.
In case modern sweatshops are a problem, employees should make their complaints known to the employers. In case the employer does not take charge of the situation, employees have the right to report to the relevant authorities because the employer would have defaulted labour laws.
Question 4
When deciding wages, an employer should find a suitable balance between the best fit approach and the best practices approach. This is because the two make a good combination of determining employees who deserve higher wages. Bench marking helps the employer identify the ideal practices that his employees should follow. Job evaluation approach helps identify those employees who perform best and reward them. Therefore, benchmarking system and job evaluation approach help determine a fair wage bracket for employees based on their contribution to the organization.
Works Cited
Cornell Education. The 1911 Triangle Factory Fire. 2010. 12 May 2013.
Mathis, Robert L and John Harold Jackson. Human Resource Management. 13, illustrated. London: Cengage Learning, 2010.
