Employee Relations in Trade Unions

 

Employee Relations in Trade Unions

Employee relations are critical to the success of the organization. Good communication channels need to be in place for information flow between employers and employees. In large organizations, there are legal rules in place to engage employee representatives .Trade unions are associations of employees.

Recognition of the trade union by the company is very important for collective bargaining. Collective bargaining takes place when the trade union negotiates with the employer on behalf of the employees on matters regarding pay and other terms and conditions of employment.

Trade unions are set up to protect and promote the interests of employees. The existence of a trade union reduces the possibilities of industrial conflict (Dillon, 2009). Trade unions play a vital role in effective communication between management and employees. They provide the support system to ensure that the differences of opinion do not turn into major conflicts.

Becoming a member of a trade union gives employees the confidence that their needs and interests are being protected. This is a source of motivation for workers reducing absenteeism, lower productivity and labour turnover. This ensures that there is optimum utilization of human resources in the organization.

Role of trade unions

The role played by trade unions in uniting, protecting and improving the employees has a positive impact on the business. They help management in the recruitment of employees. Trade unions have also started to conduct various training and development activities for the employees. They help in unifying employees coming from diverse social and economic backgrounds by helping them get used to the work conditions in the company. As a result, workers are more aware of the rules and policies in the company. This gives the employees the requisite tools to succeed in their job. With efficient employees, companies can achieve their goals and grow at a faster rate. This will positively impact the economic development of the economy.

The Trade Union’s Role in Protecting Workers in their Workplaces -COVID-19 Crisis

The global Coronavirus (Covid-19) pandemic has devastated the world of work, causing huge costs on economies, labour markets, and societies across the worldwide.

Among the most hit by the crisis, women workers, young and old age workers, migrant workers, and refugees who are losing their jobs and livelihoods, without enjoying proper social protection. They are pushed to compromise their fundamental right of safety and protection at work, enshrined in the national labour laws, to get any job to feed their families.

The lack of protection in health and safety, excessive working hours, precarious working conditions, and poor regulatory framework increase the chances of exploitation of all workers, particularly for the low-income and disadvantaged groups.

This new situation, although it creates a new challenge for the trade union movement, however, highlights the fundamental role it can play in the protection of all workers especially at workplaces amid almost complete absence of unemployment benefits in existing social security schemes and the lack of alternative comprehensive social protection systems.

More specifically:

· How to increase the level of protection at the workplace, particularly for those who are at the frontline of fighting the pandemic, including addressing psychosocial issues, enhancing social security schemes, and establishing social protection floors.

· The role of trade unions in fighting discrimination against the most vulnerable groups in society.

· Discuss the Policy Framework in addressing Covid-19, using International Labour Standards.

HRM practices and trade unions

The disadvantages of trade unions to management are they could lead to increase in wages at an indiscriminate rate. This means higher costs for the company. Also, trade unions consider only the requirements of its members. It gives no importance to the views and needs of employees who are not members. When trade unions impose strikes and lock-outs in the company, it causes decrease in productivity and profitability levels.

 

Managing employee relations within the organization

Organizations today are increasingly exposed to the challenges of managing employee relations and adopt practices that promote a positive work culture. Global competitive pressures have added to the stress levels at workplace and employee satisfaction becomes a critical issue in such conditions.

Methods for managing employee relations

•  Employee empowerment strategies and a participative leadership approach
•  Flexible organizational structures
•  Employee participation and consultative practices
•  Frame regulations for disciplinary actions against misbehaviour . 

There has been a radical change in perspectives with changing business dynamics where organizations feel that conflicts can be used to leverage organizational goals and objectives through the use of effective leadership and managerial strategies.

 

Conclusion

Trade unions play an active role in negotiations between management and workers in times of disagreement. Trade unions not only represent employees to discuss their pay and benefits, but also provide a voice for the employees to be heard on various other aspects of personnel policies.

The increase in market competitiveness has resulted in the adoption of strategic plans that focus on employee welfare and development schemes. Relationship emphasize the success of the enterprise through developing employee trust and commitment, enhancing job satisfaction, employee participation in decision making process, and increasing organizational productivity, profitability and efficiency.

 

References

Labor Research (2005).Historical Insights The Early Institutionalists on Trade Unionism and Labor Policy, pp.1–34.

Benson.J, (2000). Employee Voice in Union and Nonunion Australian Workplaces. British Journal of Industrial Relations, (38),pp.453–59.

Bernt & James, (2002). Changes in the Union Wage Premium by Industry. Industrial and Labor Relations Review, (56),pp.65–83