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Development of unions in america
Essay on the history of labor unions
Essay on the history of labor unions
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History shows that there has been conflict of power within the workforce between union and management. This essay will discuss if management should have the right to determine whether a union should operate within their workplace. It is necessary first to discuss the roles of unions and management in the workplace and discuss both points of view on the power distribution between unions and management in the workplace.
The rise of industrial age led to the rise of industrial factory systems. As the industries grew larger as well as the workplace, it required more employees. As the employees grew in the workplace, their relationship with the employer became less personal hence individuals lost power. (History of Labor Unions Summary & Analysis, 2014) emphasizes that there was little to nothing an individual could do to pressure a large industrial business to increase his/ hers wages or shorten his/hers hours or provide a better working environment. The increasing migrants in Australia during the 1960’s continually replenished the supply of unskilled workers making it difficult for any employee to attain any leverage in negotiations with their employers. This led to employee’s embracement of collective action which then led to the rise of unions. According to (Burchielli, R 2006) Unions are seen as the power house of employees in the workplace, their role was to give employee a collective bargaining with their employers for better working environment, better wages and benefits such as paid leave. However union membership have decreased over the last couple of decades, according to (Australian Bureau of Statistics (ABS), 2013) in 1986 46 % of employees were members of trade unions by 2007 the figures have dropped to only 19%. There...
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Even though the very purpose of a union is to defend the interest of its members, the company could also use the instrument to promote the official point of views of the company’s management. In clear, the union and the management could work in good intelligence to promote the interest of worker and the interest of the company. Generally, the problem between management and union come when they one as another as an adversary and not as a partner. To be more constructive and create a working atmosphere profitable for both parties, union and company’s management need to work side by side to address real problems. Thus, worker must understand that the best job security for them comes primarily from the existence of the company and so their union should not be a mean for jeopardizing the company’s purposes. Similarly, the management must also understand that he will not achieve his annual goals unless the workers are well treated and the condition of work meet the standards set by official rules and regulations. This is a clear psychological contract between the company and it workers. The success of the company depends heavily on the respect of that psychological contract. Personally, I will play the role of a mediator between my boss and the worker who want to unionize and explain. I will clearly explain to my boss the benefit of having a union in the company and also explain to the worker the necessity to help the company increase it performance by working harder. And the union should not be a tool for undermine the efforts of the management to achieve better
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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.
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Throughout the history of the United States of America the continuation of misfortunes for the workforce has aggravated people to their apex, eventually leading to the development of labor unions.
Unions have an extensive history of standing up for workers. They have advocated rights of steelworkers, coal miners, clothing factory employees, teachers, health care workers, and many others. The labor movement is based on the idea that organized workers as a group have more power than individuals would have on their own. The key purpose of any union is to negotiate contracts, making sure workers are respected and fairly compensated for their work. “In theory” unions are democratic organizations, resulting in varying inner authority. Workers look for security within a job a...
The paper will discuss minicases on ‘The White-Collar Union Organizer’ and ‘The Frustrated Labor Historians’ by Arthur A. Sloane and Fred Witney (2010), to understand the issues unions undergo in the marketplace. There is no predetermined statistical number reported of union memberships in this country. However, “the United Bureau of Labor Statistics (BLS) excludes almost 2 million U.S wages and salary employees, over half of whom are employed in the public sector, who are represented at their workplaces by a union but are not union members. Not being required to join a union as a condition of continued employment, these employees have for a variety of reasons chosen not to do so. Nor do the BLS estimates include union members who are currently unemployed” (Sloane & Witney, 2010, p.5). Given this important information, the examination of these minicases will provide answers to the problems unions face in organizational settings.
This paper will focus on one particular agency, the National Labor Relations Board (NLRB). The NRLB was created by the 1935 National Labor Relations Act, also known as the Wagner Act. Besides creating the NLRB, the Act also provides three other key provisions:
The disadvantages of union membership are viewed from the employee and employer perspective. Through the employee lens, the disadvantages manifest in the form of fees, loss of autonomy, and less collaborative work environment. As part of the union, you surrender many of your individual rights in exchange for the organized results that can potentially manifest through the collective bargaining process. Therefore, there isn’t any assurance that your individual concern will even be addressed.
In Australia, industrial relations system has been shaped by diverse legislative Acts and political forces coupled with judicial decisions at both the state and federal level. This evident in the sense that there have been diverse amendments of the 1904 Act in light of increased pressures in the industrial sector. This elicited mixed reactions from the employees and employers, among other stakeholders in the industry. However, due to the disadvantages and/or drawbacks of the centralized system of collective bargaining in comparison to the advantages or positive aspects of the decentralized approach of collective bargaining, employers have favored departure from the centralized wage-fixing. Against this backdrop, it behooves us to explore the reasons as why employers have favored the decentralization of Collective bargaining in Australia.
Throughout American history, labor unions have served to facilitate mediation between workers and employers. Workers seek to negotiate with employers for more control over their labor and its fruits. “A labor union can best be defined as an organization that exists for the purpose of representing its members to their employers regarding wages and terms and conditions of employment” (Hunter). Labor unions’ principal objectives are to increase wages, shorten work days, achieve greater benefits, and improve working conditions. Despite these goals, the early years of union formation were characterized by difficulties (Hunter).
Solomon, J (2013). Corporate Governance and Accountability. 4th ed. Sussex: John Wiley & Sons Ltd. p.7, p9, p10, p15, p58, p60, p253.
Flanagan, R. J. (2005). Has Management Strangled U.S. Unions? Journal of Labor Research, 26(1), 33-63.
Management maintains the right to direct all business activities. In order to retain as much authority as possible in the direction of the workplace, management has sought to include certain provisions in collective bargaining agreements. Management has no rights over individual people within the organization, but does maintain rights to property, which are real and legally enforceable. Management has sole discretion and flexibility in deployment and discipline issues and maintains the right to assign measures to people within the compa...
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...