Reframing the Representation Of The Debate Summary

Document Type:Article

Subject Area:Business

Document 1

The Purpose of the paper is to review the range of forms of voice and representation that exist in various settings in the United States, as well as in other parts of the world, and to propose a new, more nuanced typology for structuring theory, research, and policy debates. He believes the real alternative to union organisation, is "no unions" or lack of representation, but some innovative form of likeness and voice. He notes that the sound or policies that are intended to fight for improving the economic conditions of employees and enhancing equity and efficiency in societies and economies are slowly being pushed under the carpet. Most of the US labour movements view collective bargaining as the only form of worker representation.

Sign up to view the full document!

Although they fight and push for the agendas most of them are approved and remain under the ambit of the national labour union. He categorizes the new structure along two dimensions: • individual versus collective; • Direct versus represented. He notes combining the; the two dimensions can accurately portray not only the two prototypes of employment relations models but also the different options that exist between and alongside them. Individual versus collective He notes using the two terms "individual" and "COLLECTIVE" may stand a better chance than "union" or "no union". These terms do not carry with them any negative connotation. When defined the new terms offer narrower and more process-oriented definitions and differentiating criteria. In other instances, these terms and conditions of employment are established unilaterally, changed and administered by management alone, at its discretion.

Sign up to view the full document!

This ensures that it saves itself from the outside legal constraints and the ever-present fear of unionization of its members. These decisions on terms and conditions of employment are always business-driven. The internally held beliefs regarding good human resource management are what motivates these decisions. The decisions are meant to to attract, maintain, and motivate the workforce primarily. The improved working conditions, advanced human resource management practices, commitment to job security, employee voice and non-union employee representation programs, and dispute resolution procedures that may all be found in enterprises adhering to the individual employment relations model share another common characteristic: namely, they are unilaterally introduced and may be unilaterally dismantled if the employer believes that they are no longer needed or are too costly or risky.

Sign up to view the full document!

The Direct-Represented Dimension The representation aspect of the collective model is also important, and it is often overlooked. The individual (non-unionized) employment relations model emphasizes direct relations between each employee and management. By contrast, the collective (unionized) employment relations model stresses a strong element of institutionalized collective representation. Since independent and institutionalized collective representation is the reason deter of moving from the individual to the collective employment relations model, its sources of power and unique role within the enterprise establishment need further elaboration. Collective Individual represented Collective labour relations Work councils Green sites/No strike agreements Performing arts Professional sports Executives Worker centres direct Workforce agreement Flexibility agreement Individual employment contracts NB. What is shown in green is the matrix…The outside column represents the data inside This model shows that work today goes further than core versus peripheral employees.

Sign up to view the full document!

An employee comes with him his talents that should be nurtured in an organization. His talents may be far widely stretched from his core business, but that does not mean he will not perform. The interest of the employer is always to earn more sales or profits, in such a case he should not dispute the facts that can make him not to work. It might not be explained why an employer would invest heavily in an employee he wants to keep and after the training, the employee chooses to leave. Human resources tackle different issues, but they have not yet been able to study the relationship between training and turnover. The objective of this study was therefore shortened to try and provide both theoretical plus the practical clarity to the relationships which are between human resource management practices and voluntary turnover rates investigated at the workplace level of analysis.

Sign up to view the full document!

The focus was based on specific human resource management practices. They include: • develop employee skills (training, internal labour markets); • elicit motivation and commitment (internal labour markets, relative pay, benefits, variable pay); and • enable employee influence and voice (participation-enhancing work designs, formal dispute resolution) The Ease of development in an association is dictated by factors at the market level and human capital. In this study however it was noted that increase in pay or a generous paycheck did not reduce the rate of turnover. It was analyzed in few hypothesis: Hypothesis 1 Greater use of variable pay (individual incentives, gain-sharing, profit-sharing, merit or skill-based pay) will be negatively associated with voluntary turnover rates. In some instances, Employees preferred teamwork based systems and other participatory work designs.

Sign up to view the full document!

This was seen to influence the employee's decisions to stay because of the familiarity with the team. However, Greater use of participation enhancing work designs such as employee suggestion program, information sharing, problem-solving teams, self-directed work groups, flexible job design was noted to be negatively associated with voluntary turnover rates. Hypothesis 5 Internal labour markets that emphasize staffing from within the organization will be negatively associated with voluntary turnover rates. Some other human asset administration practices could decrease the attractive quality of development. For instance, following effectiveness wage hypothesis, more liberal remuneration bundles would make representatives unwilling to chance to acquire less cash and fewer advantages with an alternate boss along these lines diminishing their want to move. Consistent with this view, firm-level turnover studies find high pay associated with lower turnover rat Hypothesis 6 More and more employer-provided training will be positively associated with voluntary turnover rates.

Sign up to view the full document!

From $10 to earn access

Only on Studyloop

Original template

Downloadable