英语论文网

工会会员组织 Union memberships in organisations-出国留学课程作业

M&S和S&S有一个双边贸易协议。公司提供的合同，支付项目，缝纫制造业务，而S& 分别提供劳动力完成缝制工艺。因此，虽然科技部的员工不是并购的员工，但他们必须遵循并购指导和制造质量的指示。公司为员工提供严格的规章制度和严格的指导。最近一段时间，科技公司员工流失率高，部分员工因缝纫和制造业的低收入而被引用。然而，科技公司的主要关注似乎是围绕并购对员工生产率和员工满意度的影响。无论是组织维持一个工会会员，因此当玛莎改变制造工艺和在公司的薪酬结构，S&S没有媒介的沟通员工。他们有权离开公司或在不适合内部和外部激励的情况下进行工作，包括降低工资和降低技能基础。

Contents

Introduction
Management of Employee Relations
Characterisation of Non-Unionism
Conclusion
References

Marks and Spencer (M & S) and Sew and Sons (S & S) have a bilateral trade arrangement. M & S provides S & S with contractual, pay per-item, sewing manufacturing business while S & S separately provides the workforce to complete the sewing manufacturing process. Thus, while employees of S & S are not employees of M & S, they must follow M & S instructions and directions for manufacturing quality. M & S provides stringent rules and strict directions to S & S employees. In recent times, S & S has suffered high staff turnover rates, cited by employees to be in part due to the low income of per-item sewing and manufacturing. However, the main concern at S & S seems to be surrounding the influence of M & S on the employee production rates and employee satisfaction. Neither organisation maintains a unionised membership, thus when M & S altered the manufacturing process and pay structures at S & S, employees of S & S had no medium for communication. They had the option to leave the company or perform under conditions that were unsuitable for internal and external motivation, including lowered pay and lowered skill bases.

Union membership in the UK has diminished since a peak in 1979, with a slight increase after 1997 due to the New Labour agreements (McCracken and Sanderson 2004). Researchers Barry and May (2004) question if unionisation is a desirable form of employee representation when the global worldview and the UK labour market has moved towards collective bargaining and an era of growth. Alternative employee representation schemas, including open door policies and strong manager-employee relationships are a newer form of substitution that represents an optimistic workplace strategy (Barry and May 2004). Non-union organisations have different managerial attitudes, both imparted by socio-cultural and corporate-culture connotations. The distinction, in the traditional sense, between non-union organisations is that two main paradigms of thought exist as a result of managerial attitudes and behaviours. The first is anti-unionism, where manager seeks to suppress and substitute union membership with expressive behaviours, such as policies and regulations that either remove the ability of the employee to seek out union membership within the confines of the organisation; or enhance the confines of the organisation to lessen or remove the need for unionisation in the employee’s mindset (McCracken and Sanderson 2004).

Non-union organisations are not a homogeneous group. The difference for managers in small organisations is often 'no interest in employee participation, have few formal procedures for regulating employment relations, and invest little in human resource management skills' (Bach 2005:446). In contrast, other non-union organisations develop a strategy of sophisticated human resource management, this is particularly