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Chapter 15 – Employee and Employer Associations

Chapter 15 – Employee and Employer Associations. Unit 4 – People at Work. You will learn ……. The role of trade unions The role of employer associations The process of collective bargaining The different types of industrial action How conflicts can be resolved. Introduction. Introduction.

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Chapter 15 – Employee and Employer Associations

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  1. Chapter 15 – Employee and Employer Associations

    Unit 4 – People at Work
  2. You will learn ……. The role of trade unions The role of employer associations The process of collective bargaining The different types of industrial action How conflicts can be resolved
  3. Introduction
  4. Introduction
  5. Introduction
  6. Trade Union A Trade Union is a group of workers who have joined together to ensure their interests are protected
  7. Why do workers join a union? SHOP STEWARD For an annual fee that pays for the employment of union officials, they will represent the views of those in the union to achieve their aims.
  8. Trade Union Membership Advantages Strength in Numbers Improved Conditions of Employment Improved Workplace Environment Improved Benefits Improved Job Satisfaction Advice & Financial Support Further Benefits Employment where there is a closed shop
  9. Trade Union Membership Trade Unions seek to Put forward views to the media Influence government decisions Improve communication between workers & management
  10. Craft Union A craft union is a trade union which represents a particular type of skilled worker.
  11. General Union A general union is a trade union which represents workers from a variety of trades in the industry. They are often un-skilled but also semi-skilled workers.
  12. Industrial Union An industrial union is a trade union which represents all types of workers in a particular industry
  13. White-Collar Union A white-collar union is a trade union which represents non-manual workers.
  14. Closed Shop Closed shop is where all the employees have to be a member of a particular union.
  15. Single-Union Agreements A Single-Union Agreement is where a firm deals with only one particular union.
  16. Single-Union Agreements Advantages for employees Discussions clearer Greater power No disagreements between unions Better working relationship Disputes solved quickly
  17. Single-Union Agreements Advantages for employers Only one union to negotiate with Better working relationship Disputes resolved more quickly Easier to agree to changes Better relationships
  18. The Structure of a Trade Union President National Executive Head Office Regional offices Regional offices Regional offices Regional offices Branch Branch Branch Branch Branch Branch Branch Branch Individual Members
  19. Employer Associations Employer Associations Employer Federations Trade Associations Business join together to form a association or federation Subscription Fee  Benefits
  20. Employer Associations Advantages Representation of Members Offer Advice Pressure Group Sharing good practice Bulk-Buying
  21. Employer Associations and the Government Act as pressure groups Represent business interests Linked to economic environment Government Control & Provide Taxation Rules & Regulations Economic Policies Infrastructure
  22. Negotiation & Collective Bargaining Collective bargaining is negotiations between one or more trade unions and one or more employees (or employee associations) on pay or working conditions
  23. Negotiation & Collective Bargaining Rising Inflation Difficult to recruit qualified workers Maintaining pay differentials Changes in the workplace
  24. Negotiation, Collective Bargaining and Productivity Agreements
  25. Industrial Action This is taken by trade unions to decrease or halt production
  26. Industrial Action Strike Action A Token Strike Short Stoppage A Selective Strike Few selected workers walk out An All Out Strike All union members stop work
  27. Industrial Action Picketing Support strike Stand outside workplace Try to persuade other workers not to go to work May halt production all together Gain publicity Company gets bad publicity Applies pressure
  28. Industrial Action Work to Rule Strictly, Rigidly follow rules/regulations Work often slows Workers paid normally Nothing wrong
  29. Industrial Action Go Slow Similar to “work to rule” Workers do jobs more slowly Deliberately take longer to complete tasks
  30. Industrial Action Non-Cooperation Workers refuse to have anything to do with new working practices that they do not approve of
  31. Industrial Action Over-time Ban Normal working hours carried out only No additional work time is done Damaging to the company
  32. Possible Harmful Consequences of Industrial Action Loss of Income/Profit Loss of Output For Employers Cash Flow Problems Poor Reputation Customers maybe lost to other firms as orders not delivered
  33. Possible Harmful Consequences of Industrial Action Threat of job losses Loss of Wages For Employees
  34. Possible Harmful Consequences of Industrial Action Find Alternative Supplier May cost more for product For the Firm’s Customers May not be able to produce goods Deliveries not made Shortage of Product
  35. Possible Harmful Consequences of Industrial Action Lower Income means less tax collection Workers have less money to spend For the Economy Striking firm may have to lay off workers – Incomes fall, unemployment rises Bad reputation from not delivering on time Exports lost Less products being produced - imports
  36. No-Strike Agreements Strikes are damaging for both employers and employees These agreements usually involve an “independent ARBITRATOR”
  37. Employer’s Weapons Lock Workers Out Dismiss Workers Pay Freeze
  38. Conflict in Business Organisations Poor Wage Rates Poor conditions of employment Poor working conditions
  39. Conflict in Business Organisations Rigid/Authoritarian Management Restricted flow of information Frustration
  40. Conflict in Business Organisations Rapid/Poorly Planned Change Employees downgraded or moved without consultation
  41. Conflict in Business Organisations Rapid/Poorly Planned Change Employees downgraded or moved without consultation
  42. Conflict in Business Organisations Lack of involvement in decision-making Employees feel less important Employees feel bored, alienated and uncared for
  43. Conflict in Business Organisations Decrease in market share Job security issues
  44. Conflict in Business Organisations
  45. Conflict in Business Organisations
  46. Worker Participation This occurs when employees contribute and are involved in the decision making in the business
  47. Worker Participation Worker Directors appointed representative usually do not attend board meetings Works Council Representatives of workforce meet Discuss management proposals Feedback on ideas and comments Issues may include; Health and Safety Introduction of New Machinery
  48. Worker Participation Quality Circles Used by many companies (especially Japan) Encourage continuous development Team Working Discussions on improvement on how things are carried out or how the product is assembled Improved feeling of importance and motivation of employees results
  49. Worker Participation Democratic Styles of Leadership delegation
  50. Major UK organisations involved in industrial relations
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