Contemporary Employment Relationship: Working without Trade Unions - Essay Example

Contemporary Employment Relationship: Working without Trade Unions By Insert Presented to Location Date Due Contents Contents 2 Introduction 3 How Organisations and Workers are Fairing without Trade Unions 4 Conclusion 9 List of References 10 Introduction Lately, a managerial trend has been witnessed where an increase in prominence of Human Resource Management (HRM) is overshadowing the importance of trade unions. Trade unions have been in existence for decades during which they have catered for the welfare of workers. One of the main roles that trade unions have played is protecting the rights of workers such as against discrimination from the organisation. The current crops of workers do not share the same interests as traditional workers who viewed union membership as an important aspect of their professional careers (Farnham & Giles, 1995, p. 5). In the past, trade unions functioned by acting as a platform for collective bargaining whereby workers would congregate to find a solution to some of the challenges they faced at the workplace. Contrarily, trade unions do not appeal to most modern day workers because of commitments in various job descriptions (Farnham & Giles, 1995, p. 5). Little differences exist between trade unions and Human Resource Management practices. The diversification of human resource practices within organisations has rendered the activities of trade unions unimportant. For instance, employees in the modern day organisation find it easy to air their grievances through the human resource department instead of following external paths offered by trade unions. Based on the recent trends, workers are rejecting trade unions representation, but they want a voice in representation at the workplace. Additionally, workers view the activities of trade unions as going against work ethics; hence, they opt to stick with the internal processes (Sherk, 2012, para 2). Consequently, trade unions have been effectively substituted with HRM units as platforms for representing the worker’s interests. Therefore, it is evident that the increase in human resource management practices has led to the decline in activities of trade unions (Sherk, 2012, Para 2). The following report will highlight how workers and organisations, in general, co-exist without trade unions. Additionally, it will focus on how the human resource management practices are taking up the activities of trade unions are a means of addressing the issues employees face. How Organisations and Workers are Fairing without Trade Unions The decline in the popularity of trade unions is a feature in many countries. In the last 30 years, the United Kingdom has mostly been affected by this trend. In the 1970s, nearly 60% of the workers were members of respective trade unions that set the terms of employment, such as wage limits, benefits and retirement packages. However, at the start of the 1980s, acts of unionisation began to recede, such that nearly half of the initially unionised population of workers left unions (Pulignano, 2004, p. 807). The decline of trade unions was preceded by the rise in the popularity and functionality of Human Resource Management practices within organisations. The human resource department is tasked with the responsibility developing work organisation and representing the interests of the modern day workers. Most organisations opt to adopt human resource management practices as a means of safeguarding the internal affairs of an organisation. Consequently, a win-win scenario ensues between the workers and organisations. The department assists the management in improving work performance while increasing job satisfaction and security among workers (Okpara & Wynn, 2008, p. 64). An increase in job satisfaction among workers reduces the urge of seeking membership of trade unions. In the past, most organisations did not adequately cater to the needs of workers, and at times, their grievances were not heard by the management. As a result, employees joined trade unions in their masses for purposes of projective one voice. For this reason, trade unions became a powerful tool among workers who would sway certain decisions in their respective organisations. During this period, the management of various organisations had to compromise with the demands of trade unions for purposes of satisfying the needs of their employees. Any contrary decision would result in a go-slow of employees; thus, resulting in lower productivity. Over time, organisations understood employee relations; hence, they put in place human resource management practices, which would deal with the employees’ needs (Petrescu & Simmons, 2008, p. 662). The incorporation of the human resource departments in organisations spelled the downfall of trade unions. Organisations made sure that all the needs and problems of employees were factored in as a means of maintaining job satisfaction. Most employees saw this as an excellent idea since the activities of trade unions were a bit tiresome and at times were unsuccessful in facilitating their needs. With time and adoption of HRM practices in organisation, the membership of trade unions started to decline, and thus, affecting the influence of trade unions in the professional world (Guerci et al, 2015, p. 331). It was at this point that an imminent substitution of trade unions with human resource management practices occurred. The workers themselves facilitated this substitution because of their allegiance to respective organisations. Activities of trade unions were redundant in the eyes of workers who felt that their needs were not equally represented in these unions. Additionally, there were frequent status wars in these unions, especially in taking preference when pushing the agenda of workers (Akongo, 2010, p. 135). The Human Resource Management Department is associated with non-unionism. The manner in which this department has facilitated this substitution is best described as an indirect approach. No instances exist whereby the trade unions are suppressed by human resource activities. Further, the decline is because of growth in personnel management. Effective personnel management is effective to an organisation since it optimises employee satisfaction. Nowadays, most organisations are focussing on personal management, to prevent instances whereby employees are tempted to join trade unions. Additionally, employee loyalty has increased over the years whereby an employee is dedicated to the mission and vision of his or her respective organisation (Abbott, 2007, p. 66). Employers are responsible for the decline in the popularity of trade unions. First, the main reason employees were actively involved in trade unions was poor pay; hence, employers decided to offer satisfactory wages and benefits to their workers (Tahlin, 2003, p. 46). As a result, employees did not have a reason to join these unions since their wages limits were met. Second, employers ensured that workers were actively involved in organisational matters as a way of creating a sense of belonging to the organisation. Employees often feel contented when their views are considered by the management. Additionally, employers aim to offer career development programmes to employees as a way of preventing employees from pursuing other interests (Tahlin, 2003, p. 46). Furthermore, contract-based employment ensures employees can negotiate the terms of services with the employer; thus, eliminating the need for trade unions. Currently, a well-established commitment of managers towards human resource management practices exists. As a result, employees have gradually adopted these practices in their organisations since they at times offer better terms compared to trade unions. The Human Resource Management practice entails the adoption of a number of crucial practices, which suppress the activities of trade unions. Some of these practices include high participation of employees, increased commitment, and frequent employee briefings, incorporating teamwork, payment through merit, flexible job descriptions, and formulating beneficial work groupings. Such aspects normally create unity among the employees; hence, enabling a sense of belonging, which is essential for productivity and development of an organisation (Wickramasinghe, 2012, p. 841). During the recent years of non-unionism, direct communication channels within an organisation are prominent. Nowadays, it common to find a higher level of workplace relations whereby workers interrelate with each other on different matters. Such interactions usually improve the bonds not only with their colleagues but also with the management. The existence of these workplace communication channels help to create a negative attitude towards trade unions; hence, furthering the cause of organisations. However, some of these communication channels should be regulated for purposes of preventing rogue employees (Peter & Eunice, 2014, p. 14). Open and free communication channels can prove dangerous to the development of a company. Given free freedom, some employees may attempt to overhaul some decisions put in place by the management. For this reason, communication channels put in place by the management are constantly reviewed to ensure no union-like loopholes occur. For instance, maintaining minimum direct communication channels is essential for the company. It is not advisable to empower employees to the extent they derail developmental ideas in the company. Constant debates on a specific matter are not health for organisations since many decisions need to be processed in a short time. Organisations have learned to create a balance between these aspects whereby they ensure employees have job satisfaction, but they still are under control (Prowse & Prowse, 2010, p. 153). Human resource practices and trade unions normally co-exist, but one is normally strong than the other. Lately, the Human Resource Management practices have proven stronger since they act as workers unions within the organisation. Most trade unions have fragmented due to the migration of workers or lack of participation. For this reason, the HRM remains as the only viable option for workers to associate with in a convenient manner. As noted, the Human Resource Department represents the affairs of workers in every organisation. Since their rise in popularity, employees find them handy whenever they are faced with issues or challenges (Okpara & Wynn, 2008, p. 71). The human resource department is the to-go option for employees. When employees report their issues to this department, their views or complaints are forwarded to the management for further action. Most Human Resource Department are effective in their practices since all issues are followed through for purposes of arriving at an amicable conclusion. Since its incorporation in organisations, the human resource department has served similar purpose to the trade unions, but its activities are in line with the preferences of the employee and management in general (Petrescu & Simmons, 2008, p. 662). The Human resource management practices are also supportive of the employees. In the past, employees normally sought the support of trade unions, especially in matters they felt the organisation was not doing enough. It is common to find a human resource department that advocates the rights of workers within the organisation, for instance, the department may follow up certain issues presented to senior management in the case of delays in implementation (Peter & Eunice, 2014, p. 16). For a long time, trade unions were viewed as a fundamental aspect of the professional world. During this period, it was difficult to think if workers can work without trade unions (Gupta, 2013, p. 155). The human resource management practices represent an alternative for trade unions in representing worker’s interests. The department is a worker’s bargaining front where they can make their voices heard within the organisation. Moreover, these communication channels within an organisation often encourage employee involvement, which can prove beneficial in terms of job satisfaction. It is clear that organisations have forged a scenario where their employees can amicably exist without the need for trade unions. The Human Resource Management practices have led to a decline in unionism through which workers from the different organisations came together to form a common front. Nowadays, each organisation has its own workers’ representation in the form of a human resources department. The shift has taken place in recent times whereby these organisational practices satisfy the needs of employees (Abbott, 2007, p. 147). Conclusion Trade unions held a great deal of importance in former years. However, recent employment relations trends have rendered trade unions insignificant in the professional world. Most organisations nowadays exist independently without the need of referring to external forces for intervention. This has been aided by human resource departments, which represents workers’ interests internally. Therefore, workers have their department where they can raise issues affecting them within the organisation with the aim of finding a solution. Over the years, workers have become accustomed to the existence of the Human Resource Management departments at the expense of trade unions. For this reason, the relevance of trade unions has plummeted significantly in terms of representation. It has reached a point that the activities of a trade union are redundant; thus, less appealing to the modern workers. Nowadays, employees find comfort within their organisations. List of References Abbott, K., 2007. "Employment Relations: Integrating Industrial Relations and Human Resource Management". Problems and Perspectives in Management, vol. 5, no. 1, pp. 61-71,147. Akongo, Beatrice Dimba, 2010. "Strategic human resource management practices: effect on performance". African Journal of Economic and Management Studies, vol. 1, no. 2, pp. 128-137. Farnham, D. & Giles, L., 1995. 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