Employee representatives - trade unions
Collective bargaining: negotiations between employees’ representatives (trade unions) and employers and their representatives on issues of common interest such as pay and conditions of work.
Action taken by employees and employers
Measures used by union leaders to “encourage” employers to accept their demands for improvements in pay and conditions
Negotiations: methods by which people settle differences. It’s a process by which compromise/agreement is reached while avoiding argument and dispute. In any disagreement, individuals understandably aim to achieve the best possible outcome for their position (or perhaps an organization they represent).
Go slow: form of industrial action in which workers keep working, but at the minimum pace as demanded by their contract of employment.
Work to rule: form of industrial action in which employees refuse to do any work outside the precise terms of the employment contract. Overtime will not be worked all non-contractual cooperation will be withdrawn.
Overtime bans: industrial action in which workers refuse to work more than the contracted number of hours each week. During busy times of the year, this could lead to much lost output for the employer.
Strike action: the most extreme form of industrial action in which employees totally withdraw their labor for period of time. This may lead to production stopping completely. Strike action can lead to the business shutting down during the industrial action.
Employers
Negotiations: these aim to reach a compromise solution.
Public relations: using the media to try to gain public support for the employer’s position in the dispute.
Threats of redundancies: these threats would put pressure on unions to agree to a settlement of the dispute, but they might inflame opinions on the employees’ side and could be looked upon as “bullying” and lead to poor publicity for the employer.
Changes of contract: if employees are taking advantage of their employment contracts to work to rule/ban overtime, then new contracts could, when the old ones are due for renewal, be issued that insist on higher work rates or overtime working.
Closure of the business or the factory/office where the industrial dispute takes place would lead to redundancy for all the workers and no output and profit for the business owners.
Lock-outs: short-term closure of the business/factory to prevent employees from working and being paid.
Poor communication can result in a difference in communication styles or a failure to communicate.
Difference in personalities: employees come from different backgrounds and experiences, which play a role in shaping their personalities. When employees fail to understand or accept the differences in each other’s personalities, problems arise in the workplace.
Different values: caused when a generational gap is present.
Competition
Single-union agreement: employer recognizes just one union for purposes of collective bargaining.
No-strike agreement: unions sign an agreement with employers not to strike in exchange for greater involvement in decisions that affect the workforce.
Conciliation: use of a third party in industrial disputes to encourage both employer and union to discuss an acceptable compromise solution.
Employee resistance to change
Strategies for implementing, managing and controlling change