Human Resources Management as a Discipline, Essay Example

Human resources management (HRM) is a discipline within organizations designed to recruit, manage and direct the employees to ensure total quality practices and organizational performance. HRM creates and monitors the implementation of strategies and policies for effective business functioning; leading employees through changes as they occur. Employee Unions have a long history in the workforce business practices meant to protect employee’s rights and privileges. The concept of HRM stems from some of the basic concepts of employee participation in a Union. HRM is a continual process following trends and forecasting for future changes and challenges.

Employee relations have changed through the years. Long past are the days of authoritative management and employee disparagement. Management today has transformed into employee engagement and empowerment to promote working conditions in alliance with the policies and practices for the organization as a whole. Empowering employees to be a part of the workplace team for collaboration and support produces higher levels of dedication, morale and work satisfaction. This benefits the organization and the reputation and quality of product or services rendered. Employee engagement also has proven to produce higher life satisfaction in employees. Several researchers conducted a study and reported the research indicated individuals who were engaged in positive experiences at work were better able to deal with issues at home (HRRM Guide, 2009, para. 3).

Employee engagement will help during organizational changes for process improvement or change in management. Organizational changes occur in all industries and all levels of employment. Managing change and helping employees through the impact is a part of human resources management. The mission and vision of an organization is important to following the strategies and policies adopted by leadership for business protocol. Accountability, communication, customer focus, respect, teamwork and innovation are all attributes HRM brings to the organization for mentoring employees.

Human resources management is also charged with ensuring healthy and appropriate workplace conditions. Before the discipline of HRM was given a title, Union organizations were in place to protect employees. The premise of Unions was to negotiate between employees and employer for benefits, working conditions, salaries and any other matters which presented concerning employees. Historically business owners could be unfair to employees until the formation of Unions around the late 1800s. In 1912 striking mill workers in Massachusetts carried signs reading ‘we want bread and roses too’ indicating the recognized need for more than just work; the need to nourish hearts and spirits (AFL-CIO, 2009, para 1).

Unions still exist today and are relevant for certain types of businesses. Unions typically are formed in industry and factory organizations; however, they can be formed in any business. Although controversial for some companies, Unions have helped employees through the years to obtain better wages and working conditions. Unions are made up of the employees of the company with one or more union representatives; depending on the size of the company. Historically Unions have raised wages to a larger degree for low-skilled rather than high-skilled workers (Mishel and Walters, 2003, sec. 3, para. 1). The need for Unions exists depending on various factors; the company or person voicing an opinion. Steve Greenhouse (2005) argues that unions are important in a new economy and outsourcing options of the 21^st century. The jobs which stay in the United States will need a voice to ensure equal pay and working conditions (Greenhouse, 2005). With some industries outsourcing, the demand for jobs will increase, giving the employer the advantage.

Negotiating strategies for companies and Unions can be tedious and takes thought, time and commitment to ensuring the best decisions for employees. This is important during contract negotiations and incident bargaining between contract dates.  According to Savage, et. al. (1989) there are different bargaining strategies such as ‘game therapy.’  This philosophy is focused on achieving the maximum outcome during negotiations.  A ‘win-win problem solving’ approach is also considered highly effective in negotiating. Although a win-win is often difficult to achieve, this strategy can result in a compromise solution with each side gaining and giving up equally. Unions and employers must take care in how quickly they reach a decision. Particularly in a win-lose situations where one party gives in to the other. Keeping the relationship in mind as negotiations are held is important for both parties.

Employee complaints are addressed by the Union to management. Grievance handling by the Union begins with understanding the employee’s complaints and attempting to reach a peaceful resolution. A review of the employee’s complaint along with investigating the area of occurrence or witness interviewing is conducted. In the case of management filing a complaint against an employee, the same procedures are followed. The Union is in place to protect the employee as long as the employee is maintaining moral and ethical work habits; adequately performing their duties.

In the case of a disagreement between management and Unions, where a resolution cannot be reached, arbitration becomes the answer. An independent mediator without contacts to either side will be brought in to evaluate the grievances from both sides. The arbitrator will examine both sides and reach a conclusion which both sides must agree and adhere to.  If the disagreement reaches the level of contracting an arbitrator, both the Union and management must not have any connection to the person or persons in order to eliminate bias leading to an unfair conclusion.

In extreme cases when a grievance is not resolved, employees can decide to go on strike. The premise is for all the employees in a unified movement cease to go to work.  The company then is spending money on operations, rent, electricity and water while production has stopped and no money is coming in to pay expenses. When Unions feel management is unyielding and uncooperative, the employees can stop working and protest by marches around the company property, often carrying signs declaring the issues at hand.

This is one of the foundations for the creation of Unions; to keep from strikes by conflict resolution before the issues gets out of control. No one wants a strike since it affects both the employees and employers negatively during the strike. Unions will attempt all methods of reaching an agreement to keep from having to strike. Strikes can become emotionally heated and dangerous. Strikes are formed and managed by the union while they negotiate with management to reach an agreement. In some cases employees strike before they are given instruction by the union and this is commonly referred to as a ‘wildcat’ strike. This creates a disadvantage for negotiations and is not looked upon with approval.

Some employers consider Unions a hindrance and an obstacle to employee relations. However, unions can have a positive impact on employee relations when management and Unions work together amicably. Employee relations are important in the workplace. Unions and human resource management are both entities designed to foster employee relations. The type of company and industry along with the management philosophy play a tremendous role in whether or not a Union is needed. The moral and ethical standards of the company, owners and board of directors will create and foster the culture of the organization. The culture flows through to the employees to create a culture and climate at all levels of the organization.

Employee relations are based on the commitment between management and employees. The work environment, safety and communication of the workplace culture lends to positive employee relations. Open and honest communication is the basis for ensuring employees of the value of work and participation they provide. Companies providing practices and procedures for conflict resolution create positive relationships. Absence of these attributes can develop the need for Union formation and participation. Organizations creating effective human resource management practices offer the same basic structure a Union strives for.

Grievance resolution practices in a company are one of the most valuable employee relation strategies available. Outside of equal pay and good working conditions, employees want to be able to voice opinions and problems. Providing avenues for employees to report problems or concerns also engages and empowers the employees to a solid commitment to the organization. Continual evaluation of human resources management and employee relations is the foundation for forecasting future changes and industry changes.

Human resources management is never static and the methodologies must change to be able to be competitive as future trends develop. As a business goes through changes to keep in the mainstream of competition and high quality products and services, personnel functions will evolve and enter changes to match the needs of the company. “Job titles and functions will likely remain flux for some time, say business leaders, academics, HR consultants and HR professionals… giving way to new ones” (Bates, 2002, para. 3).

Human resources have a long history of change and the future trends are likely to continue evolving. As the need for better human resource management aligned with employee engagement continues, the role of human resources will face the challenge of ensuring solid HRM practices. Implementing the roles of HRM to recognize the trends of the future with critical HR personnel will kept abreast of the market and current and futurte HRM practices. There is a technical skill set and a strategic skill set that is needed to survive (Bates, 2002,  para. 15).

Human resources management also must be accountable for financial savvy methods. Scheduling employee work functions, recognizing the needs of the business in conjunction with skill sets will reduce business costs “I’m reducing your business costs – I’m reducing your overtime because I’m scheduling people better” (Bates, 2002, para 18).  Human resource personnel have to recognize the business portion of the organization and keep cost containment in the mix of practices and procedures. Management must also recognize the need for quality personnel and good working conditions, obtaining a balance between financial and personnel intertwinement.

Human resources management and Union organizations have the primary profession of bringing accord between employees and employers. Thereby ensuring the safe and equal working conditions for the longevity of the organization and the employment of the staff. Employee relations and business strategies, policies and practices affect the overall organizational performance. Keeping a harmonious relationship between all levels in an organization benefits the business and the individuals performing the duties. Human Resources Management and Unions play a large role in the success of the relationships and business productivity of an organization. Keeping updated on the trends and forecasting for stability will ensure the life of the business and successful outcome of business practices and employee satisfaction.

Works Cited

AFL-CIO. “Labor History and Culture.” 2009. Web. Retrieved January 20, 2010 from http://www.aflcio.org/aboutus/history

Bates, Steve. “Facing the Future – Human Resource Management is Changing.” BNET. July, 2002. Retrieved January 22, 2010 from http://findarticles.com/p/articles/mi_m3495/is_7_47/ai_89025017

Greenhouse, Steven. “Splintered, but Unbowed, Are Unions Still Relevant?” New York Times/nytimes.com. July 30, 2005. Retrieved January 21, 2010 from http://www.nytimes.com/2005/07/30/business/30labor.html?_r=1&pagewanted=print

HRRM Guide. “Employee Engagement.” August, 25, 2009. Web. Retrieved January 20, 2010 from http://www.hrmguide.net/usa/commitment/employee-engagement.htm

Mishel, Lawrence, and Walters, Matthew. “How Unions Help All Workers.” Economic Policy Institute.  August, 2003. Retrieved January 20, 2010 from http://www.epi.org/publications/entry/briefingpapers_bp143

Savage, Grant T., Blair, John D., Sorenson, Ritch L. “Consider Both Relationships and Substance When Negotiating Strategically.” The Academy of Management Executive. 1989: III (1) pp 37-48. Retrieved January 21, 2010 from http://estudy.openu.ac.il/opus/static/binaries/Upload/Bank30%5C13017-13_2.pdf