Conflict is inevitable in the employment relationship and collective bargaining

conflict is inevitable in the employment relationship and collective bargaining

This conflict is however, inevitable. Such attributes like Keywords: Industrial conflicts, industrial relations, strike, collective bargaining and socio- economic. unions has been a reduction in the percentage of employees who are covered by .. Pluralists see conflict as inevitable because, to cite Clegg ( 1), various. Free Essay: The relationship between employers and employees has long Unions are concerned that poor performance in the business.

Is conflict inevitable in the employment relations?

Growth in multinational companies and international alliances Kanteras well as increased diversity within a country's workforce Jackson,suggest that individuals from diverse backgrounds will be working together in organizations. An increase in diversity is often associated with an increase in conflict Neale, In the words of MarshallIndustrial relations, also known as labour relations is the interdisciplinary and somewhat diffuse study of the institutions and rule-fixing processes of the labour.

It's core subject-mater has always been collective bargaining between trade unions or analogous organisations on the other hand.

The term "employee relation" found increasingly in management writing, was once a synonym for industrial relations. The unpleasant side of industrial relation and on which the public often associate industrial union is strike.

The strike shows a breakdown of cordial relationship between the employee represented by the labour union and employer or management. Strike are the most overt and significant aspect of industrial conflict. But they are unfortunately only a part of the phenomenon of conflict.

Most strikes involved attempts by either the union or management to change the bargaining power of the other party. When a strike is adequately used for the demand of the employees, it can force employers to concede to the demands of the employees.

What Are the Causes of Conflict in Industrial Relations? | sexygf.info

It can impose exorbitant costs and thereby induce them to reach agreement. A strike may be used to effect a change in the structure of bargaining and to win substantive demand by workers. Conflict emerges in an organization when an individual perceives that his goals are threatened or hindered by the activities of another person. Most conflicts in O. K Plastic, Lagos arises from the inability of the company to fulfill its collective agreement with its employees resulting in employees embarking on industrial action which may be work-to-rule or total strike.

The conflict is an action, which occurs due to sort of dissimilarities. Sometimes different behaviors adopted by the members are subjected to the conflict. To identify the causes of conflict in an organization ii.

Is Conflict Inevitable in the Employment Relationship? Essay Example for Free

To examine the consequences of conflict on employer- employees performance and the organization. To investigate the methods and strategies employed by the organization in solving conflict. What are the methods and strategies needed in solving organizational conflict?

conflict is inevitable in the employment relationship and collective bargaining

H1 Organizational conflict motivates employees to perform effectively. In this Study, people, employees, employers, small scales business and government are the beneficiary. K Plastic Industry with reference to O. Inavailability of finance was a great constraint to the research. This forced the researcher to limit the scope of the study to only a portfolio of O.

K Plastic Ikoyi Lagos, Nigeria. Time also constitute a great constraint in this study, since the researcher was expected to finish this study within just two semesters, the range of data for investigation was scaled down.

This therefore limits the extent of applicability of the study findings and results. It is resulted in a final decision that is binding on the parties regarding any matters that are no negotiated at the bargaining table Michael Nicholson Collective bargaining: This form of dispute resolution produces a recommendation that may be accepted or rejected by either party; however, the threat of job action that would follow provides incentives for the employer to negotiate a reasonable settlement Pelled, Conflict refers to some form of friction, disagreement, or discord arising within a group when the beliefs or actions of one of more members of the group are either resisted by or unacceptable to one or more members of another group.

This conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict. Often, committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to the rest of the group e.

The last 30 years have seen a steep decline in the union density and power than unions hold. Multi-unionism at the workplace has tended to fragment authority and obstruct union-management relationships, in cases causing workplace uncertainty and conflict from employees over who is representing them Deery et al.

Employer associations represent employers and help defend against the often well organised assault from trade unions. Employers, unions and governments have mainly divergent concerns about the future directions and impacts of workplace conflict and the effect it has on their objectives.

What Are the Causes of Conflict in Industrial Relations?

Employers are concerned about economic performance and viability in the face of an increasingly competitive local marketplace. Staff or wages cuts which may be necessary to stay economically viable will almost certainly cause conflict with employees.

Unions are concerned that poor performance in the business economy will cause higher unemployment and put workers current terms of employment at jeopardy, a potential cause of great conflict.

Unions also fear that continuing measures by the state to reduce their powers will cause further falls in membership levels, mean reduced influence onto employers. Identifying the underlying causes of this widespread conflict is important as it allows management to determine what resolution approach to take. The causes of this conflict will generally fall into two broad categories, collective and individual reasons Deery et al.

Examples of this are poor employee reward systems, limited work resources, poorly constructed policies and work requirements conflict. Edwards believes that the underlying reason in this category is because there is a strong conflict of interest between employers and employees. What is good for one party is frequently costly for the other. Studies also suggest that if workers feel they are being underpaid and cannot take collective action, they may very well adjust their work effort down to match the wage Deery et al.

These points strengthen the aim of this essay because the wage-effort trade off will continue to exist further causing conflict amongst the employment relationship. The general approach to negotiation response to collective causes of conflict is through a process called collective bargaining.

There are three main levels of collective bargaining in the Australian system: Industry level bargaining occurs within a particular industry, generally between trade unions and employer associations, with both these parties representing their members. This level of bargaining can determine industry-wide agreements on terms of employment. This level allows individual employers and employees to bargain without the need for representatives. These different approaches to collective conflict negotiation allow employees and employers to come to some agreement in a fair and formal manner.

Individual causes of conflict can be provoked by a large combination of issues. Biases and prejudices, inaccurate perception, personality differences, cultural differences, differing ethical beliefs, poor communication and lack of skill in conflict resolutions are all pieces that can make up a larger picture of organisational conflict.

Robbins, Bergman, Stagg and Coulterfound that there are 5 main techniques to reducing individual conflicts: Not all conflicting situations are bad. Several authors have argued that, when the level of conflict is low or nil, internal work characteristics tend to be apathetic, stagnant, unresponsive to change and lacking in new ideas Robbins et al.

By directing conflict from a position of disagreement to an exchange of ideas, an environment of cooperation and trust is possible which can lead to mutually beneficial outcomes DeChurch Marks, ; Van Slyke,

conflict is inevitable in the employment relationship and collective bargaining