Tag

Unions

Apr 13
0

The Cost and Benefits of Collective Bargaining

By | Social dialogue

Abstract

Co-ordination through collective bargaining is recognised as an influential determinant of labour market and macroeconomic performance. This paper provides a systematic review of the empirical literature on the subject. We focus on comparative studies of labour institutions in the OECD area that try to disentangle the impact of different institutional approaches to collective bargaining from other determinants of macroeconomic performance, and review the recent literature on the interaction between labour market institutions and monetary policy.
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Apr 13
0

Assessment on the impact of labour union on employees’ performance: The case study of commercial bank of ethiopian

By | Case-study, Social dialogue

Abstract:

The purpose of the study is in Partial Fulfilment for the Requirements of the Degree of Masters of Arts in Human Resource Management and the study mainly focused on the assessment of the impact of labour union on employees’ performance in commercial bank of Ethiopia. To conduct this study mixed approach method i.e., both quantitative and qualitative methods have been used to have better out come out of the study. The qualitative one has been used to describe about the perceptions of respondents about the labour union effectiveness in its major practice in enhancing the employees’ performance using content analysis. And the quantitative one to explain about the effectiveness of labour union in its major practices in enhancing the employees’ performance using statistical tool i.e., mode of frequencies in number and percentage. Communication network, working condition and harmony, safety and healthy, salaries and benefits, collective action in partnership with management, policy and strategic issues and conflict and complain handling were selected to be the study variables. For the target population it used employees of the organization who are working in Addis Ababa region. Both descriptive and explanatory survey design has been used to reach on the results. Samples of 423 employees were used for the questionnaire, and 92.43% of it was responded. The quantitative data were analysed using SPSS software and the qualitative data were analysed using content analysis and the results of which were combined by interoperating with the results of quantitative one for the final results ,as a result it was found that more than 37.9% of the respondents in the questionnaires under the closed ended questions and majority of respondents’ opinion under the open ended questions in the questionnaires have given their negative feed backs about the effectiveness of labour union. In addition, five of them out of seven interviewees have given their negative feedbacks about its effectiveness. However, much less than 45.8% of the respondents in the questionnaires have given their positive feedback. In general, as results indicate the labour union is not effective or very weak in its practices to enhance employees’ performance to the desired level in the achievement of the goals of the organization and has very weak bargaining power.

 

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Apr 13
0

Unions can increase efficiency: Ten examples

By | Case-study, Social dialogue

Millions of workers in different countries and in different times have sought to organize into unions. Whether or not a government’s laws facilitate organizing, there has been widespread demand by individuals for labor unions– as an expression of their freedom of association. In spite of higher costs that may be related to unions, workers have fought for the right to organize to tilt the balance of power from employers to workers, to provide due process procedures, and to ensure that workers earn an adequate living to support a family. Unions do not form out of thin air; they arise when individuals decide to come together to collectively address market inefficiencies and social problems.

These private actions of individuals make it clear that unions have some place in benefiting the economy. While the costs of unions are often brought up, politicians and the voting public must also consider the benefits of unions. This Illinois Economic Policy Institute (ILEPI) Economic Commentary investigates how unions can increase economic efficiency. The report outlines ten examples of unions positively improving the economy for the better:

1. Union workers earn higher wages and increase consumer demand;
2. Unions reduce socially inefficient levels of income inequality;
3. Union workers receive less government assistance;
4. Union workers contribute more in income taxes;
5. Unions increase productivity in construction, manufacturing, and education;
6. Unions reduce employee turnover rates;
7. Unions fight against child labor and for public education;
8. Unions fight against all forms of discrimination;
9. Unions collectively bargain toward efficient contracts; and
10. Unions fight against the “monopsony” power of owners, especially in sports.

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Apr 13
0

Role of Trade Unions in the Enhancement of Peaceful Work Relations for Efficient Conflict Management in Public Universities in Kenya

By | Kenya, Social dialogue

Abstract:

Disagreements are always an inevitable part of organizational life. Labour conflicts can be regarded as disputes that occur when interests, goals or values of different individuals or groups within a workplace are unharmonious with each other. The institutions of higher learning in Kenya are experiencing a lot of conflicts which are mostly left unresolved. Conflicts between individual workers/employees and also between workers and management have escalated. Labour conflicts leads to cases of frequent strikes, lock ups and any other forms of unrest as seen in our Universities. Proper management of conflicts however deserves special and adequate consideration in harmonizing workplace relations. This study aimed to establish the role of trade unions in managing conflicts in institutions of higher learning by enhancing of peaceful work relations. The study was based in Moi University since it one of the oldest and largest universities in Kenya. The target population of the study encompassed all the 683 employees in the university who were registered members of different trade unions. Stratified sampling was used to divide the population into three categories thus Lecturers, Middle grade staff and junior staff. 205 respondents were selected purposively for the study. Secondary data was obtained from existing literature and university documents while primary data was collected from the respondents using questionnaires. According to the results, 80% of the respondents confirmed that trade unions in their workplace use the role of labour relations in conflict management. In relation to whether job specification is clearly drawn to ensure peaceful work relations, 64.8% of the respondents agreed while 17.1% disagreed. The respondents were additionally asked whether existence of harmonious work relations leads to high productivity among workers. 94.2% of the respondents agreed that high productivity is achieved when harmonious relations exist among the workers. In regard to whether trade unions encourage consultations among their members as a way of creating harmonious work relations, 82.5% of the respondents agreed while only 0.5% disagreed. The study recommends that trade unions jointly with management should maintain continual negotiations with the employers to avoid employee-employer conflicts. Collective bargaining should be promoted as a tool with which employers and employees are able to negotiate on matters affecting the work place.

 

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Apr 12
0

Good practices on the role of trade unions in protecting and promoting the rights of migrant workers in Asia

By | Cambodia, Malaysia, Social dialogue, Thailand

Preface

Tripartite Action to Protect Migrant Workers within and from the Greater Mekong Subregion from Labour Exploitation (the GMS TRIANGLE project) and Tripartite Action for the Protection and Promotion of the Rights of Migrant Workers in the ASEAN Region (ASEAN TRIANGLE project) are working with trade unions in countries of origin and destination within ASEAN to enhance their role in promoting and protecting the rights of migrant workers.

Trade unions in countries of origin and destination have important roles to play in providing protection to migrant workers. There are many instances where trade unions in the Asia and Pacific region have been proactive in promoting a rights-based migration policy by participating in legislative reform processes; engaging in bilateral and regional cooperation between trade unions in sending and receiving countries; building trade unions’ capacity to respond to migrant worker issues through education and training; and reaching out to migrant workers by providing support services. Through this broad scope of actions, trade unions in the region are increasingly able to successfully represent the rights and interests of migrant workers in the enterprise, in the community and in policy dialogue.

This report documents selected good practices of trade union actions taken place in Cambodia, Hong Kong (China), Indonesia, Lao People’s Democratic Republic, Malaysia, Myanmar, Nepal, Republic of Korea, Taiwan, China, Thailand, and Viet Nam. The activities outlined in this report have been conducted with the International Labour Organization (ILO), through ILO technical cooperation on labour migration and with technical support from the Bureau for Workers’ Activities (ACTRAV). Some cases independent of ILO technical assistance are included in the report for the purpose of
information sharing. By sharing these practices among trade union partners and other organizations, the report aims to encourage their replication; and in doing so, highlight the relevance of trade unions and further advance their role in the effective governance of labour migration.

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Apr 12
0

Trade Unions for Social Dialogue

By | Benin, Cambodia, Guatemala, Indonesia, Nicaragua, Niger, Peru, Social dialogue, Tunisia

Trade Union Co-Financing Programme 2017-2020 Summary
CNV Internationaal Foundation is a civil society organisation, connected to the National Confederation of Christian Trade Unions (CNV) in the Netherlands. CNV Internationaal has worked with trade unions in developing countries since its establishment in 1967. Together with its partner organisations, CNV Internationaal protects and promotes workers’ rights by means of a consultative and coherent model, based on Christian social traditions. Social dialogue, trade union pluralism and workers’ individual responsibility are key values. CNV Internationaal’s mission is to contribute to Decent Work in developing countries by strengthening the position of workers in the formal and informal economy. CNV Internationaal focuses on social dialogue, labour rights in supply chains and youth employability.

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Mar 18
0

What is Social Dialogue?

By | Uncategorized

What is Social Dialogue?

Social dialogue is a consultation between trade unions, employers and the government about both, economic and social issues. The formal definition of the International Labour Organisation (ILO) is as follows: “all types of negotiation, consultation or simply exchange of information between, or among, representatives of governments, employers and employees, on issues of common interest relating to economic and social policy” (ILO, 2018). It is based on the right to collective bargaining agreement and on freedom of association. Social dialogue incorporates each country’s historical, cultural, economic and political setting. Therefore, social dialogue is adopted based on the local circumstances, being diverse in legal framework, practices, and traditions, the process might vary from country to country.

Although the accepted definition of social dialogue mentioned before is very broad, there are various characteristics that indicate what cannot be considered as a social dialogue:

  1. Social dialogue does not include general information sharing on working conditions between employers and their employees. For example, annual employee contract negotiations are considered standard business practice.
  2. Social dialogue requires a two-way interaction between parties involved. For example, if an employer proposes a new policy which requires employees to work a certain number of hours and they do not have the opportunity to respond to this request, there is no social dialogue.

For more information on social dialogue, also see Benefits of Social Dialogue, the Video Library and the Resource Library.

Typology of social dialogue (click here for more)

Social dialogue has many dimensions that vary depending on context. It is necessary to make a typology of a social dialogue to identify further actions to achieve a desired outcome. Figure 1 presents main dimensions: type of parties involved; a degree of institutionalization and degree of engagement. It is important to know these characteristics to understand which type of social dialogue would be successful in your specific context.


Figure 1. Characteristics of social dialogues

There can be several forms of a social dialogue. First, it can be either bipartite or tripartite. Bipartite dialogue involves labour and management or trade unions or companies. It also includes discussions, consultations and negotiations between employers and employees (or their representatives). Tripartite social dialogue includes the participation of the government officials and possibly other social parties, for example, to discuss policy area e.g. social protection, employment, or taxes. Second, social dialogue can have a different degree of initialization, by being institutionalized, incorporating policies and structures, or being informal, taking place based on a specific situation. Third, other characteristics of the social dialogue define the degree to which parties are engaged. They can either be directly engaged, for example, one-on-one dialogue or indirectly when an organization or person represents the interest of the involved parties.

Social dialogue can happen at the local, regional, national and multi-national levels. In addition, it can be at the enterprise, inter-sectoral, or sectoral levels. The nature of the outcome of a social dialogue can also vary, for example, be either binding or non-binding. There are several usual activities of social dialogue including consultations, negotiations and sharing of the information.

Different forms of social dialogue (click here for more)

Various types of social dialogue mentioned before can take different forms, therefore, achieve different outcomes. It is important to know different forms of Social Dialogue to achieve the desired outcome by taking relevant steps. Table 2 provides an overview of bipartite and tripartite dialogues and its typical respective parties involved; forms of governance; social dialogue; and outcomes. However, these forms depend on a business context, to determine which ones are more successful. Please note that these are examples of forms and thus non-exhaustive.

Table 2. Forms of social dialogue

Before starting a social dialogue, it is important to define the desired outcome(s) and to recognize steps to undertake to achieve it. However, as mentioned before, the steps depend on a business context. To learn more about social dialogue please refer to ILO.

Barriers for brands (click here for more)

Brands might recognize the following barriers when working on FoA and CB:

 

  • Little understanding of how unions operate and how a unionized workforce can benefit the suppliers’ business. Hence brands can feel insufficiently equipped to explain to their suppliers why it is so important and how their business could benefit.
  • A lack of knowledge about the labour issues in general, and the specific situation in the brands’ sourcing country. For example, a lack of understanding about the situation of existing (often splintered) unions and worker participation at suppliers level (e.g. due to lack of insight provided by audits).
  • Apprehension about stimulating union activity as unions have the reputation of organizing strikes or causing unrest. Also, apprehension to promote a union because they do not know their political affiliations.
  • Your suppliers’ factory owners/senior management might have negative mind sets about FoA and CB.
  • Lack of power at supplier level to be able to put issues on the agenda.
  • Not feeling mandated to discuss the issue, thinking that it is between supplier and their workers, none of my business.
  • Fear of extra workload, intensive engagement would require time.
  • Fear of increased costs to promote FoA/facilitate SD.
  • Fear of increased costs as an outcome of a CBA.
  • Not seeing the benefits of a functioning union and social dialogue at suppliers.
  • Believing consumers are not interested in the topic, not something we can communicate on as PR for brand (no PR value).
Mar 17
0

CNVI Trade Union Freedom Guide

By | Guide, Social dialogue

The right to organise in trade unions is a fundamental labour and human right. Unfortunately, in many countries, workers attempt many barriers to organizing.

It is not difficult to establish a trade union in the Netherlands. The Dutch constitution recognizes the right to association and assembly since 1848. It is Article 9 of the current constitution. In addition, in the Netherlands there are no rules that hinder the establishment of a trade union, or the execution of trade union activities. Unfortunately, in many other countries it is much harder to establish a trade union or perform union-related activities. Establishing independent trade unions, for example, in such countries is not allowed, or the initiators are unable to register themselves. There are a great many reasons for this, from political to cultural, and everything in between.

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Jan 09
0

The Freedom of Association Protocol A localised Non-Judicial Grievance Mechanism for Workers’ Rights in Global Supply Chains

By | Indonesia, Social dialogue

This report is part of a series produced by the Non-Judicial Human Rights Redress Mechanisms project, which draws on the findings of five years of research. The findings are based on over 587 interviews, with 1,100 individuals, across the countries and case studies covered by the research. Non-judicial redress mechanisms are mandated to receive complaints and mediate grievances, but are not empowered to produce legally binding adjudications. Te focus of the project is on analysing the effectiveness of these mechanisms in responding to alleged human rights violations associated with transnational business activity. The series presents lessons and recommendations regarding ways that:

  • non-judicial mechanisms can provide redress and justice to vulnerable communities and workers
  • non-government organisations and worker representatives can more effectively utilise the mechanisms to provide support for and represent vulnerable communities and workers
  • redress mechanisms can contribute to long-term and sustainable respect and remedy of human rights by businesses throughout their operations, supply chains and other business relationships.

The Non-Judicial Human Rights Redress Mechanisms Project is an academic research collaboration between the University of Melbourne, Monash University, the University of Newcastle, RMIT University, Deakin University and the University of Essex. The project was funded by the Australian Research Council with support provided by a number of nongovernment organisations, including CORE Coalition UK, HomeWorkers Worldwide, Oxfam Australia and ActionAid Australia. Principal researchers on the team include Dr Samantha Balaton-Chrimes, Dr Tim Connor, Dr Annie Delaney, Prof Fiona Haines, Dr Kate Macdonald, Dr Shelley Marshall, May Miller-Dawkins and Sarah Rennie. The project was coordinated by Dr Kate Macdonald and Dr Shelley Marshall. Te reports represent independent scholarly contributions to the relevant debates. The views expressed are those of the authors and not necessarily those of the organisations that provided support. This report is authored by Tim Connor, Annie Delaney and Sarah Rennie. Correspondence concerning this report should be directed to Tim Connor, tim.connor@newcastle.edu.au.   To see the original document, click here.

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