Collective Bargaining In The Workplace

1864 Words 7 Pages
HR professionals “communicate and implement HR strategy, thus helping shape the organizational climate, influencing employees’ attitudes and behaviors, and ultimately affecting occupational health and organizational performance.”(Bowen and Ostroff, 2004) There are numerous HR practices such as “recruitment, promotion, training, wages, labor-capital relationship, employment assurance, security, and welfare,” (Dessler, 2001) and these are used to meet both short and long term priorities, depending on whether it’s for sustainable organizational performance or responding to current financial and economic circumstances.
Collective bargaining refers to “a process of decision-making between parties representing employer and employee interests.”(Windmuller,
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One method is by creating a partnership with the union, which “replaces the notion of conflict between employers and trade unions with cooperation to introduce high performance work practices.”(Wilkinson and Redman, 2013) For the employers, they will “declare security of employment as a key corporate objective; share the results of success with employees; and recognize the legitimacy of the employees’ right to be informed, consulted and represented.” (Wilkinson and Redman, 2013) On the other hand, trade unions will “renounce rigid job demarcations and commit to flexible working.”(Wilkinson and Redman, 2013) By taking this mean, both the firm and trade union has a win-win situation, where the firm will provide job security and higher wages while the workers will be motivated to work harder which will lead to higher labor productivity and efficiency in the long run. Yet, the disadvantage would be the risk involved in partnership. For this to work, “both sides have to commit fully to a single strategy of cooperative industrial relations throughout the organization and avoid behaving in a short-term, contradictory or opportunistic manner.”(Wilkinson and Redman, 2013) Unfortunately, it is argued that “employers wanting to implement organizational change are sometimes simultaneously excluding unions from bargaining over issues such as pay.”(Oxenbridge et …show more content…
Unfortunately, there are countless flaws in it, which are the crucial disadvantages of using performance appraisal in both short term response and long term strategy. First of all, it’s easily exposed to manipulation. Managers are often said to “play organizational games with performance ratings,” (Snape et al, 1994) and Longenecker (1989) backs this up by arguing that “managers’ appraisal ratings are often manipulated to suit various ends, such as to punish a difficult and rebellious employee or scare better performance out of the appraisee. Equally, a poor performer may be given an excellent rating in order that they will be promoted up.” To give a defect in a more specific example, the critical error in 360 degrees appraisal is that “all raters are given the same instrument, despite the different nature of the contact with the appraisee. In order to have an operative appraisal system, it should include “structural and psychological perspectives that may enable the entire appraisal process to operate at an optimum level of performance.”(Giles et al,

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