industrial/employee relations HL Flashcards
im so fucking done with this shit fam
define conflict
disagreements that arise from diffs between peoples pov’s/values/needs
10 sources of conflict in the workplace
- values: diff judgements abt what is imp - if emp values r ignored then tension can rise (feel resentful and aggrieved)
- communication: unclear, misinformation, hard to see challenges and solve probs, and make informed dms. (for it to be good - democratic LS, decentralized DMing)
- power: abuse (coercion, threats, punishment) to control ppl (autocratic LS and centralized Dming may cause)
- insufficient resources: time/money/material - lim resources and unlimited wants/needs
5 Diff POVs: diff ways of interpreting same situation, making decisions, and events - misinterpretations - fixed by having open and clear channels of communication. - change: OS/OC/LS/ internal bus functions and ext factors - bus adapts to change - stressful and people respond in diff ways.
- performance: what managers expect - perf - satisfactory manner - capable leadership and management - use appriasals but some emps dont take criticism well- feel like being watched to micromanaged = tension.
- inequity: X fair chance etc (money/promos) - conflict and POV’s of what is considered fair/equity theory.
- redundancies: economic downturn - reduction in demand - cut costs (also do merge, acquisition, takewover) - tension - hostility - demotiv - can create work culture defined by fear and conflict (red organisations - Laloux)
- toxic workplace culture: poor dming/tension between collegues/redundencies/bullying/discrimination/rumors/stigmatism. - shld be transparent/fairequal.
approaches to conflict meaning
how emps and empers approach conflict/start it/express their feelings - these r ways in which they can do it (how)
industrial action - organized display of dissatisfaction overr working conditions (strikes/work to rule etc - form of protest)
approaches to conflict by employeeeeee (3)
- collective bargaining
- strike action
- work to rule
collective bargaining define +/- for employees
- collective bargaining - emps work tgt w management to neg wages and good working conditions - done thru trade unions - ppls who fight for rights
“Collective bargaining is a process where employees, through their unions, negotiate with employers over issues such as wages, working conditions, and benefits to reach a mutual agreement.”
+:
EZ to neg
emp high power to reach goals
Promotes fairer treatment and reduces workplace exploitation.
Helps prevent individual disputes by resolving issues collectively.
Establishes clear agreements, reducing misunderstandings.
-:
Can be time-consuming and complex.
May lead to strikes or work stoppages if negotiations fail.
Not all employee concerns may be addressed equally.
Employers may resist demands, causing tension.
Some workers may disagree with union decisions.
reassuring for bus and = bad reputaion/image
strike action define +/-
emp refuse to work
need to tell bus before hand otherwise strike is illegal
most disruptive form of IA and gets sm attention»_space; PR issues
“when employees refuse to work as a form of protest, usually to pressure employers during disputes over pay, working conditions, or other employment terms.”
+:
Draws public and media attention to workers’ demands.
Puts economic pressure on employers to reach an agreement.
shows worker seriousness.
Can lead to faster resolutions in some cases.
May improve future negotiation outcomes.
-:
Workers lose income during the strike.
Can damage relationships between employees and employers.
May cause long-term business disruption or loss.
Public support may decline if the strike causes inconvenience.
No guarantee that demands will be met.
work-to-rule define +/-
emp only work min lvl req by their contract
“form of industrial action where employees do no more than the minimum required by their contract, strictly following all rules and procedures to slow down productivity without going on strike.”
+:
Legally safer than striking.
Maintains worker income while still protesting.
Highlights employee importance
Can be sustained longer than a strike.
Minimizes risk of dismissal since rules are technically being followed.
-:
Less impactful than a full strike.
May be hard to organize consistently.
Effects on productivity can take time to show.
Employers might not take it seriously.
Can strain relationships within the workplace.
approaches to conflict in the workplace by employers (5)
- collective bargaining
- threats of redundancies
- changes of contract
- closure
- lockouts
collective bargaining define +/- for employers
For employers, collective bargaining is the formal process of negotiating with employee representatives (usually unions) to reach agreements on employment terms such as wages, hours, and working conditions.
+:
Creates structured communication with employees.
Helps avoid spontaneous conflicts or strikes.
clarity and reduce misunderstandings
improve employee morale and loyalty.
Promotes long-term labor stability and planning.
-:
May limit managerial flexibility in decision-making.
Negotiations can be lengthy and costly.
Risk of industrial action if talks fail.
Pressure to meet union demands may increase costs.
Some decisions may favor collective needs over business priorities.
bad bus reputation and image
threat of redundancy define +/-
threat to coerce and control emps - lim their union power
“employers indicate that jobs may be cut due to reasons like cost-cutting, restructuring, or automation—used as a strategy to influence employee behavior or negotiations.”
+:
Can encourage employees to accept new terms or changes.
Reduces labor costs when necessary.
Allows for organizational restructuring.
discourages industrial action.
May improve productivity if workers fear job loss.
-:
Can damage employee morale and trust.
May lead to loss of skilled and experienced staff.
Increases risk of conflict or union pushback.
Harms employer reputation if overused.
Could trigger legal challenges or compensation claims.
contract changes define +/-
emps contract ends and new one is made - emper can change terms (pay/benefits)
“employers altering the terms and conditions of employment, such as pay, hours, or responsibilities—either through negotiation or, at times, unilaterally.”
+:
Increases flexibility to adapt to business needs.
Helps control costs during economic pressures.
Can modernize outdated practices or roles.
Aligns workforce with strategic goals.
Encourages productivity through performance-based terms.
-:
May face legal issues if not mutually agreed upon.
Risks damaging employee trust and loyalty.
Can lead to disputes, resignations, or industrial action.
Reduces morale if changes are seen as unfair.
Requires careful communication and negotiation.
closure define +/-
manager shuts down bus in response to strikes - extreme form and creates animosity for emps
“employer permanently shuts down part or all of a business, often due to financial difficulties, restructuring, or relocation, resulting in job losses.”
+:
Cuts ongoing losses from unprofitable operations.
Allows redirection of resources to more successful areas.
Can be part of a broader strategic restructuring.
Avoids long-term financial strain.
Demonstrates decisive leadership in crisis.
-:
Leads to job losses and potential legal obligations (e.g. redundancy pay).
Damages public image and brand reputation.
Can spark backlash from unions, media, and communities.
Loss of experienced staff and organizational knowledge.
May lower morale across remaining parts of the business.
lockouts define +/-
emper locks out emp - preventing them from coming to work - loss of pay - breaks unity.
“employer temporarily closes the workplace or prevents employees from working during a labor dispute, often used to pressure workers or unions into accepting certain terms.”
+:
Puts pressure on unions to settle disputes.
Maintains control over the negotiation timeline.
Demonstrates firmness in bargaining positions.
Can limit financial losses during prolonged disputes.
Prevents disruptive or partial strikes from affecting operations.
-:
Can escalate tensions and prolong conflict.
Results in halted production and lost revenue.
May harm reputation with the public and customers.
Increases risk of long-term damage to employee relations.
Legal restrictions may apply depending on the country.
define industrial action
steps taken by employees to protest against their employer during a dispute, often over pay, working conditions, or contract terms. It includes strikes, work-to-rule, go-slows, and overtime bans, aiming to pressure the employer into negotiations or concessions.
what are the 4 approaches to conflict resolution in the workplace
- conciliation and arbitration
- employee participation and industrial democracy
- no strike-agreement
- single-union agreement
conciliation define +/-
3rd party gets in between and listens to demands of both sides and relays information to both sides thru neg w 3rd party - to reach compromise. - NOT legally binding.
“a neutral third party helps facilitate communication and negotiation between disputing parties, aiming to reach a mutually agreeable solution without taking sides.”
+:
privacy (dont damage bus rep)
conciliator - lega; expert
Encourages open communication between parties.
Helps preserve relationships by avoiding confrontational approaches.
Neutral third-party involvement ensures fairness.
Can lead to quicker resolutions compared to litigation.
Often cheaper than legal action or strikes.
-:
X guarantee that it will resolve
May not result in a binding agreement.
Can be less effective if one party is unwilling to compromise.
The conciliator may not have authority to enforce solutions.
Relies on the willingness of both parties to cooperate.
Can be time-consuming if parties are deeply entrenched in their positions.
arbitration define +/-
both parties agree beforehand that they will abide/lsn 2 3rd parties decision - legally binding.
“where a neutral third party (the arbitrator) hears both sides of a dispute and makes a binding decision on the matter, usually after a formal hearing.”
+:
cheap
quick
parties have more control over resolution process
arbitrator selected by bus and has expertise
Provides a clear, binding resolution to disputes.
Typically faster than court proceedings.
Less formal than litigation, reducing complexity.
Confidential, protecting both parties’ privacy.
Allows parties to choose an expert arbitrator with relevant knowledge.
-:
arbitrator can be biased
not possible to fix/appeal to final decision
Can be costly due to arbitrator fees and legal expenses.
Limits the opportunity for appeal, as decisions are final.
May not always produce a satisfactory outcome for both parties.
Less flexible than negotiation or conciliation.
Can be time-consuming, especially with complex cases.
emp participation and industrial democracy define +/-
emp making decisions and sharing responsibility and authority “team)
emp ppls in running bus
“Employee participation involves employees in decision-making, while industrial democracy gives them a formal role in management, such as voting on decisions or having board representation, promoting a collaborative and equitable work environment.”
+:
motiv
empowered
good innovative ideas and feedback
Improved Job Satisfaction: Employees feel valued and empowered when they have a role in decision-making.
Increased Motivation: A participatory culture can lead to higher employee morale and motivation.
Better Decision-Making: Employee input often leads to more informed, practical decisions.
Enhanced Communication: Encourages open lines of communication between management and employees.
Fosters Innovation: Employees may contribute fresh ideas and solutions that improve business processes.
-:
delay dming
emp X agree = conflict
management expertise = ignored
Decision-Making Delays: Involving many employees can slow down decision-making processes.
Conflict of Interests: Employees may prioritize their personal interests over the company’s goals, leading to conflicts.
Implementation Challenges: Effective participation requires time, training, and trust, which may not always be present.
Risk of Fragmented Authority: Too much employee involvement could dilute management authority and lead to confusion.
Costly to Manage: Setting up systems for participation and democracy may require resources and infrastructure, which could be expensive.
no-strike agreement define +/-
“contractual arrangement between employers and employees (usually through unions) where employees agree not to engage in strike action during the term of the agreement, often in exchange for other benefits such as wage increases or improved working conditions.”
+:
less disruption
less risk of bad PR
Workplace Stability: ensuring continuous operations.
Improved Employer-Employee Relations: cooperative environment,
Provides confidence in planning and managing operations.
Reduces Conflict Costs: Avoids financial losses from strikes, both for employers and employees. Negotiation: Encourages both parties to resolve disputes through dialogue rather than conflict.
-:
lim bargaining pwr emps
empers use coercion of pwr 2 sign no strike
Limited Employee Leverage: Employees may have less bargaining power without the threat of a strike.
Potential Resentment: Employees may feel restricted or that they are not able to fully express grievances.
Risk of Unresolved Issues: Disputes might continue without the pressure of strike action, leading to unresolved issues.
Reduced Flexibility: The employer might take advantage of the agreement, knowing strikes are off the table.
Excludes Radical Action: Workers may feel their only option to fight unfair conditions is taken away, reducing their ability to protest effectively.
single union agreement define +/-
emper only neg w 1 recognized labor union
“ employer agrees to recognize and negotiate exclusively with one union representing all or most employees within a particular workplace or industry, rather than dealing with multiple unions.”
+:
X waste time neg w many unions
avoids rivalry
Simplifies Negotiations
Strengthened Union Voice: Gives the union more bargaining power and influence over the employer.
Improved Workplace Harmony: Minimizes internal conflicts between multiple unions, fostering a unified workforce.
Clearer Communication: Streamlines
Efficiency in Decision-Making: Speeds up the negotiation process with one representative body rather than negotiating with several unions.
-:
emp may feel union is ineffective
Employees who are not part of the chosen union may feel underrepresented or excluded.
Limited Competition for Worker Interests: Having one union may reduce the incentive for better representation or competitive bargaining.
Risk of Union Control: The selected union may become too dominant, focusing on its interests over the broader workforce needs.
If the chosen union does not meet employee needs, it may lead to dissatisfaction or unrest.
Employer Dependence on One Union: Employers may face challenges if negotiations with the single union break down, as there is no alternative union to negotiate with.
