Privacy Rights and Unionizing
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LO 1
While unionization in the private sector is declining, certain industries, such as the hospitality industry, are gaining ground in unionization. If you were a service worker in a hotel, what factors would make you want to join a union?
Chapter 14: The Dynamics of Labor Relations: 14.1a Why Employees Unionize Book Title: Managing Human Resources Printed By: Cedric Turner ([email protected]) © 2016 Cengage Learning, Cengage Learning
14.1a Why Employees Unionize
The majority of research on why employees unionize comes from the study of blue-collar employees in the private sector. These studies generally conclude that employees unionize as a result of economic need, because of a general dissatisfaction with managerial practices, and/or as a way to fulfill social and status needs. In short, employees see unionism as a way to achieve results they cannot achieve acting individually.
It should be pointed out that some employees join unions because of the union shop provisions of the labor agreement. In states where it is permitted, a union shop (A provision of the labor agreement that requires employees to join the union as a requirement for their employment) is a provision of the labor agreement that requires employees to join as a condition of employment. Even when compelled to join, however, many employees accept the concept of unionism once they become involved in the union as a member. The three primary reasons unorganized workers elect to unionize are:
Economic needs. Dissatisfaction with wages, benefits, and working conditions appears to provide the strongest reason to join a union. This point is continually supported by research studies that find that both union members and nonmembers have their highest expectations of union performance regarding the “bread and butter” issues of collective bargaining. It is these traditional issues of wages, benefits, and working conditions on which unions are built.
Dissatisfaction with management. Employees may seek unionization when they perceive that managerial practices regarding promotion, transfer, shift assignment, or other job-related policies are administered in an unfair or biased manner. Employees cite favoritism shown by managers as a major reason for joining unions. This is particularly true when the favoritism concerns the HR areas of discipline, promotion, job assignments, and training opportunities. Furthermore, the failure of employers to give employees an opportunity to participate in decisions affecting their welfare may encourage union membership. It is widely believed that one reason managers begin employee involvement programs and seek to empower their employees is to avoid
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collective action by employees. For example, one reason employers in the auto, semiconductor, and financial industries involve employees in collaborative programs is to stifle unionization.
Social and leadership concerns. Employees whose needs for recognition and social affiliation are being frustrated may join unions as a means of satisfying these needs. Through their union, they have an opportunity to fraternize with other employees who have similar desires, interests, problems, and gripes. Such concerns often revolve around job insecurity, broken promises, lack of autonomy, double standards, hopelessness, humiliation, and lack of recognition. Employees may join unions to benefit in the dignity and fairness that organization membership may provide. Additionally, the union enables them to put leadership talents to use as officers of the union and representatives of fellow employees. One study found that employees became union steward (An employee who as a nonpaid union official represents the interests of members in their relations with management) so that they could be seen as “a fellow your buddies look to” and as a person who “stands up to the boss.”
Of the factors mentioned above, organizing campaigns based on social concerns (e.g., justice, fairness, and dignity) are more successful than campaigns based on dissatisfaction with management or even economic issues. In other words, it is not the fact that employees in a particular organization have to pay 20 percent of their health care premiums but that management has to pay only 10 percent of theirs.
Chapter 14: The Dynamics of Labor Relations: 14.1a Why Employees Unionize Book Title: Managing Human Resources Printed By: Cedric Turner ([email protected]) © 2016 Cengage Learning, Cengage Learning
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