Impact on organizations Essay Example

monopolistic power of international unions. Additionally, it is crucial to explore how changes in employee relations strategies, policies, and practices affect organizational performance. The interaction between employers and employees can be analyzed from three different angles: the legal perspective of the employment contract, the traditional industrial relations viewpoint, and social exchange theory. Although each approach has its own advantages and disadvantages, none offers a comprehensive understanding of all aspects of this relationship.

Our study proposes a new approach to comprehend the employment relationship by devising a typology that is based on our reconceptualization. The concept of an employment relationship has been widely debated, with differing viewpoints emphasizing distinct key elements. One group argues that the traditional notion of employment has become outdated due to the transformative changes in contemporary capitalist enterprises. Employers now require work arrangements that are more flexible and adaptable, resulting in the emergence of non-standard work patterns such as part-time, temporary, and casual employment which frequently lack collective representation. These modifications have substantially transformed labor markets in developed economies and highlighted the ambiguous nature of the employment relationship.

Although workers and managers may have some common objectives, it is crucial to acknowledge that their interests can diverge. As a result, their partnership can be both collaborative and conflicting. Employers aim to maximize profits, whereas employees strive for an equitable portion of the earnings produced by their work. Nevertheless, despite these conflicting goals, there is room for the two sides to negotiate and reach a settlement.

While there are different views regarding the employment relationship, a key factor in achieving profitability is obtaining employee commitment and cooperation. This approach can also address employees' needs for job

security, social standing, and identity. To establish long-term harmony between management and workers, compliance or collaboration from staff is typically necessary. However, there is often an unequal distribution of power within workplaces that favors management over employees. Consequently, labor unions exist to provide checks and balances on managerial authority as organizational structures evolve with changes in work patterns and demographics.

The employment relationship has been revolutionized by the concept of Human Resource Management (HRM) over the last two decades. HRM is not inherently good or bad, but instead a paradigm specific to particular communities of interest. Within this framework, different schools of thought emphasize various aspects of the relationship. This study will examine mainstream approaches and their respective strengths and weaknesses. In the United States during the early 1980s, analysts coined the term "HRM" as they recognized that organizations needed a unique employment relationship to compete based on rapid innovation, quality, and adaptability in the volatile business environment of the late twentieth century.

HRM lacks a universal definition, but it is generally understood to differ significantly from traditional industrial relations in its core principles. The priority of HRM policies and practices is the needs of the business above all else. When deciding on the relevance of unions in countries like the United States and UK, scholars tend to focus on non-unionized employees' inclination to unionize rather than how they are managed without unions. However, US scholars such as Foulkes (1980) have studied the decline in unionization since the 1950s and provided valuable insights into developing personnel policies for non-union workers.

In 1986, Kochan, Katz and McKersie conducted an analysis of American industrial relations, which presented two

systematic models: unionized and non-unionized. Although the existing literature on non-union relations is scarce compared to unionized settings, it is incorrect to assume a total absence of information given that various distinct analytical approaches have been identified. (Adams, 1989; Akyeampong)

The following sources on unionization and leadership are available: Briskin, L. (1990) 'Women, unions and leadership', Canadian Dimension 24: 38-41, and Jeffcott, J. (2000) 'Unionization - an update', Perspectives, 12, 3: 1-29.

Yanz, L. (1997) published an article titled 'Bridging the GAP: exposing the labor behind the label' in Our Times 24-8. Kome, P. (1995) contributed an article called 'Common front de-Kleins cutbacks' in Herizons (Spring). Nadeau, D. (1995) wrote 'For bread and roses' which appeared in Kinesis (July/August).