工会会员组织 Union memberships in organisations-出国留学课程作业 [4]
论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2017-03-12编辑:cinq点击率:10175
论文字数:2000论文编号:org201703121834442353语种:英语 English地区:英国价格:免费论文
关键词:公会代写留学生作业assignment范文
摘要:本文是出国留学课程作业范文,主要内容是以M&S和S&S的双边贸易协议来具体分析和探讨工会会员组织在企业中所起到的具体作用。
often a unionised agreement (Dundon and Rollinson 2005). In particular, research shows that there is a succinct lack in fringe benefits. Less than half of non-union organisations report 'that they provided and occupational pension scheme for all employees' (Dundon and Rollinson 2005:66). Furthermore, no non-union organisations provided 'paternity leave or childcare at the workplace,” and very few offered private medical insurance and facilities for socialisation (Dundon and Rollinson 2005:67). This is true at S & S where managers and employees may not prefer the non-union strategy because they create lacks in recognition and reward, and line managers are constricted by the specific dictations of upper management and, in this case at least, dictations of supervisory bodies such as M & S.
Typical non-union organisations share some characteristics, “what has been a growing trend of deliberate management policies to exclude trade unions (where a non-union policy is in operation), or marginalize trade unions such as the tactic of promoting joint consultation as a replacement for collective bargaining” (McCracken and Sanderson 2004:278). In the non-union sector, employee relationships are typically characterised by freedom of managerial decision making (Head and Lucas 2004). In particular, the typical non-union organisation has hiring and releasing freedom, especially in regards to unskilled workers (Head and Lucas 2004). The repercussions of this freedom for the employees are that hard human resource strategies create more vulnerable employees. However, for managers in the typical non-union organisation this allows for retaining and cost control decision making opportunities: “[...]managers, mainly in small privately owned organisations, use pragmatic and cost-cutting approaches, including low-skill, short-service workers, low pay and insecure employment conditions” (Head and Lucas 2004). M & S can be considered a typical non-union organisation where they have responded to the trend of promoting freedom of managerial decision making and enhanced capabilities for cost control decisions. At S & S, it can also be stated that there is a typical non-union organisation where unskilled workers are hired and fired based on the requirements of M & S, without communicable human resource strategies that could alleviate the distressing state of employees suffering from low pay and low skilled work. However, when the relationship between M & S and S & S is examined, it is shown that there is not a typical non-union relationship. Primarily, a non-union would offer employees the ability to communicate and bargain with management in regards to the manufacturing needs. In this case it is shown that due to M & S’s interventions and stringent directions, employees of S & S are not offered the ability to communicate their needs to M & S, thus creating a distressful situation where there is almost no employee relationship and a succinct lack of collectivism and bargaining.
In conclusion, it can be stated that M & S is a typical non-union organisation. It allows for the freedoms, benefits, individualism, and other enhanced non-union characteristics that are common for human resource strategies. Non-union organisations also have more leeway in employee development and workforce structure, thus are able to allocate and reallocate resources as necessary to maintain the needs of the workforce.
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