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Management

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Nov 24, 2024

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Running head: EMPLOYEE UNION 1 Employee Union Name Institution

EMPLOYEE UNION 2 Employee Union The organization undergoing unionization is found in Houston, Texas. Notably, Texas is one of the most populated states in America, making employment a critical matter. Texas is home to many people who work in various organizations; thus, the significance of employment laws to safeguard workers’ rights. The state primarily relies on federal employment laws, implying that employers can hardly infringe on employee rights. The federal government has established rules and regulations to promote employee rights and welfare. However, not all organizations observe the laws and regulations in totality. Still, unionization is all about negotiating for improved working conditions despite the implementation of the existing labor laws. Employees in the organization have been complaining about many issues, including working hours, unsafe working environment, health benefits, pension, and poor contract arrangements. On employment terms and conditions, the focus of the negotiation will be on work offs, work duration, employee responsibilities, dress code, terms of employment, and dispute procedures. Work duration of working hours refers to the hours one spends on the job. Dressing code guides presentation, especially the preferred attire while at work. The starting salary centers on the wages one receives immediately after securing an employment contract. Work-off is another essential employment term and emphasizes the number of days a person should work in a given period. The federal labor laws specify off days for employees. Work responsibilities center on the tasks and duties of an employee in the workplace. Permissive bargaining subjects include terms of contracts, the right to strike, employee security, union procedures, and lockouts. In other words, permissive bargaining will focus on employee benefits and freedoms stipulated in state and federal employment laws.

EMPLOYEE UNION 3 The supervisors are a formidable force in the union, given that they are the main link between workers and the management. On bargaining agreement matters, the various supervisors shoulder the employee interests, given that they work with the employees and understand issues affecting them. Employee supervisors prefer transactional leadership. They often approach the management to discuss the conflicting issues to find agreeable solutions. These supervisors embrace collective solutions or agreements by exploring the employment terms and conditions. Organizational groups representing employers lean towards corporate goals when examining employee grievances (Maheswari, n.d). Employee union supervisors keep in touch with the management regarding the ongoing developments. They embrace communication and negotiation, enabling them to file employee grievances with the management. The employer is responsible for nurturing a friendly working environment for the employees. The employer establishes the human resource policies and practices and maintains open communication channels for feedback (Maheswari, n.d). Employee feedback is the central reference when presented with grievances from union supervisors. The two main bargaining strategies are integrative bargaining and distributive bargaining. Distributive bargaining focuses on fixed resources, including money and other fixed assets. Parties seek to gain, implying a loss to another party (Kelly & Williams, 2017). The integrative bargaining strategy emphasizes conflict resolution by paying attention to each actor’s grievances. In other terms, this strategy ensures that no party loses in the negotiations. I recommend integrative bargaining, given its potential to satisfy the employer and the employee in any negotiations. The current business environment is full of challenges; thus, the need for neutrality when implementing strategies. Integrative bargaining can help nurture positive relationships between the management and the employees, in the long run, considering the collaboration in

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EMPLOYEE UNION 4 negotiations and the development of friendships. Markedly, integrative bargaining emphasizes lasting solutions to labor conflicts. The strategy can help suppress potential future conflicts, making it highly recommendable to teams involved in the collective negotiations. In cases where parties disagree, it is advisable to suspend the negotiations to give the parties more time to re-think the pressing matters. Euwema, Medina, García, and Pender (2019) contend that forcing the talks in such a situation can aggravate hostilities between parties, jeopardizing the chances of solving the disagreements. As hinted earlier, the approach can help re-set the grounds for negotiation and enable the employer to evaluate issues from the perspective of corporate goals. Also, halting the negotiations allows the employer to effect changes proposed by the employee union representatives, suppressing hostilities. Enforcing the changes might calm the temperatures in the organization, culminating in a friendly negotiation. Notably, this strategy does not unhook the employers from the burden of establishing a suitable working environment (Euwema, Medina, García, and Pender, 2019). The workers, through their employee representatives, can hold their grounds firm, ensuring the implementation of most of the proposals. Another strategy essential for pushing forward the negotiations is the involvement of another party to mediate, culminating in a third-party mediation process. According to Euwema, Medina, García, and Pender (2019), the difficulties in proceeding with the negotiations imply the parties’ failure to compromise on specific grievances. Mediation, through the assistance of a third-party mediator, culminates in a constructive environment to address the most pressing matters that led to the deadlock. Arguably, the mediator is a neutral party and can bring fresh ideas and depict neutrality (Euwema, Medina, García, and Pender, 2019). The third- party mediator can help the parties re-adjust their goals and expectations.

EMPLOYEE UNION 5 References Euwema, M. C., Medina, F. J., García, A. B., & Pender, E. R. (2019). Mediation in collective labor conflicts (p. 339). Springer Nature. Kelly, M., & Williams, C. (2017). Busn . Cengage Learning. Maheswari, Y. Impact of participative management on organizational management . Archers & Elevators Publishing House.

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