Unions and human resource practices
Over the years, labor unions have taken a center stage via strong influence on how human resources departments structure staff payments and compensation packages. This has been contributed by strong demand for ethical considerations by the unions in the work places which act as a major platform for increasing productivity from these organizations. Besides, unions have become the center stage for effective bargaining in majority of the organizations (Gary, 2009).
As a result, an increased demand for higher recognition of the performance based on qualification and efficiency has drastically increased with firms opening up to external criticism necessary to win the consumers interests (Altman, 2001). This paper examines the literature on unions and their effects on the managerial pay in organizations. It assesses the role of the unions and the immediate impact in the determination of the payment to the staff at different levels.
Looking at the main strategies applied and the criterion necessary to ensure ample rewards are assumed in an organization, the paper evaluates the relevant legislative framework under which the unions operate. Finally, the paper concludes with recommendations of possible future dimensions necessary for ensuring higher productivity in organizations. Collective bargaining. According to Foot (2008), workers unions have taken an increasingly higher platform for ensuring strong considerations of the staff requirements in their working places.
Since mid 20th century, setting of standards and remuneration of the staff has become subject of union demands and external balances. Acting to ensure that staff is adequately rewarded, the unions compares the remuneration in other areas of consideration like similar industries and regions of operation. Hirsch (2004), points out that to ensure higher efficiency and reduced interference in the work places, human resources have resulted to dialog with the unions for a standardized and acceptable pay by all the parties.
Dofasco Steel Company in Canada established a strong interlink with the workers union for the company which discusses majority of the aspects affecting the employees. Following the recommendations between the union and the company management at the end of the 20th century, the company established union members’ representatives in the company’s focus groups which solicit feedback in all issues affecting them and the management (Kaufman, 2001).
Banning & Chiles (2007) argues that unions are considered to be the main source of the organization problems relating to their employees. They are accused of incitement that sparks direct revolts and massive losses from the same hullabaloos. This claim has strongly been refuted by the unions claiming that staff demands considerations in all operations in their organizations. In the events such as disagreements that sometimes blast off to strikes and work boycott, unions act as the immediate negotiators in bringing the different stakeholders together.
This they achieve through possible mediation and critical analysis of the situation that had resulted to the problem facing the organization. Contrary to the prior claim of them being problem initiators in organizations, they help in settling the problems through careful consideration of different factors affecting the employees’ demands. Communications, Energy and Paper worker’s Union of Canada acted as the main negotiators for the staff of the Bell Canada during the 1999 year strike (Berman et al, 2006).