Foundations of Work and Employment Explain and critically evaluate the central argument and methodology in the article provided. Through their research, Townsend, Wilkinson and Burgess (2013) endeavor to provide new insight into the ongoing debate concerning the sustainability of enterprise bargaining (EB) within contemporary Australia. Townsend et al. (2013) seek to understand the process of EB and its consequences, an aspect largely absent in current literature, by investigating the unique experiences and perceptions of employees, delegates and managers across two workplaces. The central argument of Townsend et al. (2013) is that EB has so far failed to produce the outcomes promised prior to its introduction, and appears unsustainable in its present form. The findings of Townsend et al. (2013) give credence to the increasingly popular supposition that EB has not lead to significant gains in productivity. Unfortunately, they fail to full appreciate the significance of their findings to understanding the role and relevance of unions in the process of EB. Furthermore, inherent flaws in the methodology of case study research seriously undermine the scope of their research. Despite this, the insight offered by Townsend et al. (2013) remains highly useful, and makes a meaningful contribution to the growing body of research questioning the utility of EB. Future research should seek to expand the findings of Townsend et al. (2013) by investigating whether employees, delegates and mangers from other workplaces share similar experiences and perceptions to those presented. Future research would benefit from a greater understanding of what employees, delegates and managers believe to be the primary driver for productivity, if not EB, as t... ... middle of paper ... ...ur and Industry, vol. 12, no. 1, pp. 1-25. Peetz, D. (2012), ‘The Impacts and Non-Impacts of Unions of Enterprise Bargaining’, Labour and Industry, vol. 22, no. 3, pp. 237-254. Rimmer, W. & Watts, L. (1994), ‘Enterprise Bargaining: The Truth Revealed at Last’, The Economic and Labour Relations Review, vol. 5, no. 1, pp. 62-80. Thornthwaite, L. & Sheldon, P. (2012), ‘Employer and Employer Association Experiences or Enterprise Bargaining: Being Careful What You Wish For?’, Labour and Industry, vol. 22, no. 3, pp. 255-274. Townsend, K., Wilkinson, A. & Burgess, J. (2013), ‘Is Enterprise Bargaining Still a Better Way of Working?’, Journal of Industrial Relation, vol. 55, no. 1, pp. 100-117. Wooden, M. (2001), ‘Industrial Relations Reform in Australia: Causes, Consequences and Prospects’, The Australian Economic Review, vol. 34, no. 3, pp. 243-262.
To conclude this analysis on the basis of the labor’s extensive history, Sloane & Witney (2010) propose, “it is entirely possible that labor’s remarkable staying power has been because of the simple fact that to many workers, from the nineteenth century to the present, there really has been no acceptable substitute for collective bargaining as a means of maintaining and improving employment conditions” (p.80). In the end, it is important to anticipate unions and employers presently work together to find solutions that will enhance collective bargaining strategies and practices to serve the interest of both parties.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
David Brody argues that the rise of contractual or collective bargaining relationships during the post WWII era formalized the relationship between employers and unions, but simultaneously began to put a break on shop floor activism. Explain Brody’s argument and, where relevant, incorporate Weber’s theory of bureaucracy.
Wallerstein, M. & Western, B. 2000. Unions in Decline? What Has Changed and Why? Annual Review of Political Science. 3: 355-377.
Harbridge, R. and Walsh, P. (2002), Globalisation and labour market deregulation in Australia and New Zealand: Different approaches, similar outcomes, Employee Relations, 24(4): 423-436.
Mandatory subject of bargaining, are the subjects or potential points that are normally specific to all collective bargaining such as wages, benefits, working conditions and length of contract. Based on these very important subjects it is clear why they are considered a “Mandatory Subject” as points of the bargaining unit. In the article, “The Mandatory - Permissive Distinction and Collective Bargaining Outcomes” the author explains how collective bargaining can involve some very essential points to be effective and without these standard subjects to be bargained over the bargaining process will not be effective. “An analysis of the potential impact of the distinction in a controlled setting indicates that unions negotiate less favorable nonwage
Flanagan, R. J. (2005). Has Management Strangled U.S. Unions? Journal of Labor Research, 26(1), 33-63.
A collective bargaining agreement collectively sets the terms on which an employer offers individual work contracts to each of its employees in the bargaining unit. A bargaining agreement, also herein referred to as a labour agreement, is a legally enforceable written commitment, which states the rights and duties of all parties involved. The labour agreement should be made in good faith and is intended to be observed and not violated. The National Labour Relations Act obligates employers and unions to bargain in good faith concerning terms and conditions of employment, including hours and wages. Like any normal contract, competent parties must enter into a labour agreement. However, a labour agreement is unique from other legal contracts in that there is no consideration involved and nothing tangible is exchanged. Many, but not all, unions require formal ratification of a new labour contract by a majority membership acceptance, which is determined through vote by the members. Until majority approval of those voting in a ratification election is received, the proposed labour contract is not final. While each labour agreement is unique to the needs of an organization and its employees, most agreements include five issues: (1) Management Rights, (2) Union Security, (3) Wages and Benefits, (4) Individual Security (Seniority) Rights, and (5) Dispute Resolution. Management Rights “Management” is the process of working with people and resources to accomplish organizational goals by making the best possible use of money, time, materials and people. The management process, when properly executed, involves a wide variety of activities including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results.
In the theory and practice of industrial relations, it is pertinent to note that it arises from employment relations. Hence, it highlights the dual nature of industrial relations and the constant actions by the two sides attempt to control power in the relationship (Block, Berg & Belman, 2004). Therefore, what is central to industrial relations is the employment relationship between an employer and employee as it gives raise to the bargaining agenda in the pursuit of power. As a result of common practice of bargaining in the employment relationship, some three major dimensions can be identified. These are: economic, legal and social; this paper will thus seek to show how the three interact and posit that the economic dimension is most influential in employment relationships.
The laws and regulations surrounding Industrial Relations since the 1900’s have, at each reform, placed tighter constraints on the amount of power unions are able to exert. The reforms have also radically increased managerial prerogative, through an increased use of individual bargaining, contracts and restrictions imposed on unions (Bray and Waring, 2006). Bray and W...
Traditional literature in the field of labor relations has focused immensely on its benefit towards the employer and in the process equating it to working rules. This has been so despite the field being expected to cover the process of, labor management, union formation, and collective bargain; all which are anticipated to create a positive employer-employee relationship. This relationship is said to be positive if there exist a balance between employment functions and the rights of the laborer. Also important to note, is that this relation is equally important to the public sector as it is to the private one. Therefore, to ensure a mutually conducive labor environment exists, effective labor management process and inclusive negotiation program should be adopted (Mulve 2006; Walton, 2008).
Collective bargaining may happen in several kinds of fields, ranging politics to sports. It allows appropriate settlement of disputes and issues that benefit both parties involved, producing a result that is not one-sided. Collective bargaining is “the negotiation of wages and other conditions of employment by an organized body of employees” (Beal, Wickersham, & Kienast 5). Four issues that are probable components of a collective bargaining agreement are:
Industrial Relations is a multidisciplinary field dealing with the study of employment relationship in union and non-union organizations. There have been various theories of industrial relations in place, but the first and most influential theory was put forward by John Thomas Dunlop. Dunlop, as a labor economist, remodelled the work of sociologists and developed a framework of industrial relations system. He developed the System’s Theory which stressed on the interrelationship of institutions and behaviors that enables one to understand and explain industrial relation rules.
Collective bargaining is a process where employees try to resolve their conflict by negotiating the terms of employment between an employer and a group of employees. The terms of employment include items such as conditions of employment, working conditions, workplace rules, pay, overtime pay, working hours, shift length, and work on holidays, sick leave, vacation time, retirement benefits and health care benefits. The results of a collective bargaining is called a collective bargaining agreement. The collective bargaining process may involve labour strikes or employee lockouts if the employer and employees are having trouble reaching an agreement (Bendix 2006).
The above definition reveals that industrial relations arise out of employer-employee interaction in modern industries which are regulated by the Government in varying degrees. “The concept of industrial relations has been extended to denote the relations of the State with employers, workers and their organisations. The subject, therefore, includes individuals relations and joint consultation between employers and workpeople at their workplace; collective relations between employers and their organisations and trade unions and the part played by the State in regulating these relations.”