2.7 - Industrial/employee Relations Flashcards
(24 cards)
Conflict
A situation of friction or mutually exclusive goals between two or more parties
Sources of conflict include differing (name 3):
- needs and wants
- perceptions
- values
- power
- feelings and emotions
Consequences of unresolved conflict (name 3):
- hindered productivity
- reduced morale
- inappropriate conduct
- fuel internal politics
- reduced collaboration between teams
Approaches to conflict in the workplace by employees (3)
- collective bargaining (least disruptive)
- work-to-rule
- strike action (most disruptive)
Industrial action
Arise between employers and employees when they have strong differences in opinion about issues at work
Who are employers represented by in industrial conflict negotiations?
Senior management teams or employers’ associations
Who are employees represented by in industrial conflict negotiations?
Trade unions
Employee objectives (name 3)
- increased pay/prevent pay cuts
- more paid holidays
- better fringe benefits
- improved working hours and rest breaks
- training and development opportunities
- better staff facilities
Collective bargaining
Process where representatives of employees (like a union) negotiate with employers to establish terms and conditions of employment, such as wages, benefits, and working conditions
Work-to-rule
Occurs when employees adhere precisely to all rules and regulations set by employer
* aim is to to delay production and reduce productivity
Strike action
Collective refusal by employees to work
* highly disruptive used when there are widespread disutes/grievances amongst the workforce
Employer objectives
- lower production costs
- improved productivity levels
- lower rates of absenteeism
- higher staff retention
Approaches to conflict in the workplace by employers (5)
- collective bargaining (least disruptive)
- threats of redundancies
- changes of contract
- lockouts
- closure (most disruptive)
Employer perspective on collective bargaining
Use a team of highly skilled negotiators
* often set short deadlines as a tactic to give trade unions little time to prepare or fight its case
Threat of redundancies
Threat of job losses used as powerful tool to persuade trade unions and employees to end industrial action
Changes of contract
Can change the terms of contracts for employees working on finite contracts when it is time for renewal
* can be regarded as coercion as employees are denied further employment if they do not agree
Lock-outs
When employers temporarily prevent employees from going to work
* objective is to put pressure on some employees who want to return to work so they can get paid
Closure
An extreme measure used when all other approaches have failed
* closes operations so workers will not be able to receive their wages and/or be made redundant
Approaches to conflict resolution (4)
- conciliation and arbitration
- employee participation and industrial democracy
- no-strike agreement
- single-union agreement
Conciliation
Process whereby the parties involved in a dispute agree to use the services of an independent mediator
* mediators encourage the parties to negotiate, compromise and reach mutually acceptable solutions
Arbitration
Process whereby the parties involved in a dispute agree to use the services of an independent arbitrator
* arbitrator’s act like a judge by listening and examining the arguments before making a legally binding judgement
Employee participation and industrial democracy
Employees are given responsibilities and authority to complete tasks and are involved in the decision-making process
No-strike agreement
When a trade union have members agree to refrain from strike action and industrial disputes
Single union agreements
When a firm agrees to participate in conflict resolution with one specific trade union
* creates fewer disruptions by attempting to negotiate with multiple trade unions with conflicting objectives
