Introduction
Union management relationships include the representation of employees on matters regarding poor labor relations, employee grievances to the management and strike injunction cases. The core activity of the unions is in the workplace, and the major engagement is with the management.
The existence of unions in the companies affect both the individual employees and the company. According to Richard, Emener & Hutchison (2009) when there is a mutual involvement between the union and the management specific benefits will accrue to the management. So, not only employees benefit from the union. Unions set guidelines that govern the actions of the administration and those of employees. These guidelines bring the aspect of rigidity as neither the management nor the employee may be able to make changes as they have to hold to unions’ strict rules to avoid the penalties. However, unions introduce the collective bargaining process which accrues some increase in benefits and compensation to individual workers. Besides in case of mistreatment, the employees would have someone to represent them.
Unionization is critical in the reorganization of the company including the ejection of the structures which don't favor workers in the workplace. Craver (2015) says that it is the right of the employee to select bargaining agent to negotiate collective agreement defining their wages, hours and working conditions. For example, The United Parcel Service (UPS) had to be organized by violating the established agreement between the management and the International Brotherhood of Teamsters Union. There was a deal for the contract between the UPS and the Union workers to be renegotiated in 1997. The workers grievances were mainly job security which was well demonstrated from the 1970s when UPS started the process of replacing many of its full-time workers with part-time employees. In 1980 part-time employees wages was reduced to 8 dollars per hour. The status of the part-time employees was not known, union research showed that 90 percent of part-time workers qualified for full-time jobs with full-time pay. Looking at the situation at UPS it is evident that the management did not put the welfare of the workers into consideration and, therefore, arousing an urge for the company to be organized.
Unions stifle Creativity
It is true that unions stifle creativity and take away workers individuality. The employee always has to act within the limits and guidelines of the union or else may be in trouble. Fast and hardworking employees who produce more may get themselves penalized by the union. Unions are focused on safeguarding union members’ jobs and demands that everyone should work at the pace of the slowest person. Unions’ set rules makes it difficult for the company to lay off lazy and poor workers. Unions also delay the implementation of the new technology, especially where it will result in laying off some of the workers. It denies workers the chance to make changes and react fast which imposes delays on achieving someone career goals. Selfless and hardworking employees don't get rewarded because the management has to act within the confinement of the union. Productive and creative employees don’t need unions, only lazy ones need it to help them keep their jobs.
Union vs. Non-union earnings
Non-union members who excel in their performance and productivity earn higher than the unionized employees. Putting into consideration that unionized organizations have to operate within the restrictions of the union it becomes difficult to reward hardworking employees. For example employees at a particular grade, a certain level, and certain seniority earn the same despite their production. Richard, Emener & Hutchison (2009) argue that the unions’ primary purpose is to help its members. It is undisputable that union workers in industries and certain positions earn a little bit more than a non-union worker, but the question remains, what about those workers who excel? Do they earn more than their fellow workers? Obviously, someone in the non-union environment who excels in their areas of work will be able to get a higher compensation than the rest of his or workmates.
Alternatives to the Unions
For several years, The American Economy has been moving away from the union type structure and adopting Alternative Dispute Resolution (ADR). ADR gives employees’ opportunity to voice their grievances if they are mistreated. The ADR involves the following steps;
The first step is the open door policy where employees can go in and talk with their managers or supervisor about their concerns. They discuss the matter together so that it results in satisfaction for both the employee and the company. The employee may feel mistreated then there is a process in place where the employee can represent that to higher management within the organization. If fails to work the employees might engage in mediation process whereby the disagreements between the two parties, let’s say an employee and a manager are resolved in the presence of the third party (higher level manager or a peer manager) who acts as a mediator.
Hypothetical Question
It is quite impossible for workers to get rid of the union once the union is certified. The first step the Human Resource Director should take is to explain to the employees that the union and the company won’t be able to help them once they get to rid themselves off the union as stipulated in the law. Once they rid themselves, they will be completely on their own. If the employees insist that have already made their decision, then the HR Director should exercise the principle of democracy and conduct a de- authorization election to remove the security clause from the contract that gives the workers a choice to decide they want to continue being members of the union or not. If the de-authorization election process is successful, then the employees are free to resign and stop paying their dues to the union.
In conclusion, it is the duty of both unions and management to build a productive and organized workplace.
References
Richard, A. Michad, Emener, G. Williams & Hutchison, S. Williams. (2009). EMPLOYEE ASSISTANCE PROGRAMS: Wellness/ Enhancement Programming (4th Edition).
Illinois, Charles C. Thomas.
Craver, P.M (2015) Collective Bargaining Interactions. 23, 232.
