The Impact of the Trade Union Movement on the Jamaican Workforce.
...ted that “the strike started… will continue until…compensate…” The Union of Technical, Administrative and Supervisory Personnel (UTASP) represented the medical technicians. Another article in the Gleaner made reference to was the strike posed by the employers of the Bank of Nova Scotia (B.N.S.) The Bustamante Industrial Trade Union (BITU) and the BNS executives were in conflicts over wage negotiation for its staff. The BITU who were representing the bank workers were demanding a 55% salary increase for the next two (2) years while the banks executives were offering a 15% increase over a three (3) year period. The bank also conditionally offered a 5% increase in allowance if the workers had agreed to an amendment which would limit the payments to every other year rather than annually. If the conditional offer were not accepted then the bank would only be willing to make an offer of 13% over the three-year period. The bank had also proposed to give five sets of uniforms and shoes. The reason given by the BNS executives for this cut back was that the bank’s administrative costs were rising faster than income and profits. Another newspaper clipping highlighted strike actions by the islands prison wardens. In January 2000, prison warders in Jamaica went on a sickout against the then Commissioner of Corrections Service, Colonial John Prescod reappointment as head of the Jamaica’s Prison System. During Prescod’s eight years of management, the Union Leader, Lambert Brown felt that Prescod had only talked about training and retraining of warders and nothing has been done. The action was deemed to be an illegal strike by the government because it breached the essential services law that prevents strikes by certain categories of workers. As a result, eight hundred (800) workers were suspended and the Public Services Commission was hearing their cases. The University of Allied Workers Union (UAWU) had a major blow, as the strike was deemed illegal. The above-mentioned articles highlighted the concept of conflict seen in Gibson’s Organizations Behaviour Structure Processes and the effect it has on the organization. Conflict can be broken down into both functional and dysfunctional. Functional conflict is the confrontation between groups that results in benefits to the organization. Dysfunctional Conflict, on the other hand, is what the media mainly portrays. This is the confrontation among groups that hinders organization performance. Secondary sources were also used in this research. An existing research entitled “Industrial and Employee Relations” by David Gordon Rowe, a highly credited University of the West Indies lecturer, was analyzed. He gave a brief history of the pre-trade union era in Jamaica and unions that were registered by May 1939. Some of these included the Bustamante Industrial Trade Union (BITU) and the Trade Union Congress of Jamaica (TUC). His work was highly relevant to this research as he painted a picture of working conditions before trade unions and what they have achieved up to date. The question this raises is “How can trade union leaders be deemed as mischief workers and they were the one’s who secured 40 hour work weeks and vacation leave?” Another secondary source that was used was a text entitled Value Driven Management by R.A. Pohlman. Value Driven Management is an integrated, philosophical approach, as well as a practical analytical and decision-making tool, that leaders, managers and employees can use to guide actions, resolve problems, make superior determinations, and to empower themselves and their organizations. The basic purpose of VDM is to motivate managers and employees, when contemplating making decisions or taking actions, to consider the impact of these decisions and actions on the value of the organization over time. This determination can be accomplished only by an examination of the sets of values held by the relevant constituents of the organization. These encompass world, national, societal cultures and subcultures, organizational culture, the values of the employees, suppliers, customers, competitors and third parties (such as unions and government regulators) and most importantly, but not exclusively, the values of the owners of the organization. What these people and groups value, drives their actions. The goal of the VDM is to maximize the value of the organization over time, especially in the sense of maximizing its long -term profitability by creating a win-win situation whereby the value of the organization and its constituent groups are maximized. In conducting the research project, several Content Motivation Theories was used in order to determine why is it some employees perform better than others in different companies. 1) Maslow’s Hierarchy of Needs is the first theory used that assumes that people’s needs depend on what they already have. In a sense, then, a satisfied need is not a motivator. Human needs, organized in a hierarchy of importance, are Physiological, safety, belongingness, esteem, and self-actualization. 2) Herzberg’s Two-Factor Theory was also used. This theory states that job satisfaction results from the presence of intrinsic motivators and that job dissatisfaction stems from not having extrinsic factors. Intrinsic factors include feelings of achievement, increased responsibility, and recognition. Extrinsic conditions include pay, status, and working conditions. The Hofstede’s Research Model under Globalisation was also used in compiling the paper. Specifically the area of masculinity-femininity was applied to the research, which states that a high masculinity designates assertiveness, dominance, and independence while high femininity designates interdependence, compassion, and emotional opinions. According to an article on the Internet, The Industrial Relations Act in the United Kingdom (U.K) came into effect in 1971. This made 'unofficial' strikes illegal and in this way transferred the responsibility for deciding whether to strike or not from the men on the spot that is from their elected shop steward, to the union head office official. Agreements between management and unions became enforceable at law, which meant damages could be claimed, it being possible to prosecute unofficial strike leaders. Before the Act there was no legal limitation to the right to strike but ownership was private so that the UK occupied roughly position 1 on the scale (see Figure 6e). A good deal of pressure had been used to have the Act passed. Unemployment seemingly had been allowed to rise from about 300,000 to about the 1 million mark and there had been much reporting of strikes and that many of them were 'unofficial' or 'wildcat' strikes. The name 'wildcat' is but another name for an unofficial strike. But when the Act came into force there began a bitter struggle between the working population and those who run the country, a hard and tough struggle which year by year increased in severity and in extent. It was in some ways a most remarkable conflict, its major confrontations taking place in winter after winter in increasing order of severity. Hence with the passing of the Industrial Relations Act, the United Kingdom moved from position 1 to position 2. The Industrial Relations Act took away power from the ordinary working people and gave it to a few people at the top of the union establishment. It replaced upward flowing authority (from the people) by downward flowing authority (from the top). It removed and destroyed a basic freedom by taking the power to withdraw their labor away from the workforce. It did not just limit the right to strike, it took it away from the workforce and together with the corresponding authority and power gave it to the few people at the top, to the establishment. The result of the ensuing confrontation and struggle was that the Industrial Relations Act was repealed and other legislation took its place. This brought back the right to strike but the 'closed-shop' provisions compelled the worker to belong to the union if he wished to work. It gave the union and thus its establishment the power to decide who should work and who should not. The changes would thus seem to have been aimed at increasing the power of the establishment rather than that of the workforce and its elected representatives. Hence it would seem in this case that movement along the scale, towards greater freedom to withdraw one's labor, was countered by giving greater power to the union's establishment. One is left with the impression that the style of management moved further towards a more authoritarian style of management, under a supposedly pro-Labor government. Style of Management in Individual Countries Problem Statement Trade unions have played a vital role in changing Jamaica’s working conditions over the past sixty years. It has not only helped to improve working conditions but has also looked at the psychology well-being of workers. DISCUSSION Trade Unions, Conflicts and Organizational performance. Conflict is inevitable in organizations. It can be both functional and dysfunctional. Functional conflict from the organization standpoint is confrontation between groups that results in benefits to the organization (Gibson, Ivancevich, Donnelly & Konopaske, 2003, p.250). A dysfunctional conflict on the other hand is confrontation between groups that hinders organizational performance (Gibson, Ivancevich, Donnelly & Konopaske, 2003, p251). The legislative framework of labor-management relations in Jamaica has underscored this negative relational integration of inevitable conflict and has unwittingly made it into a reality. The labor relations and industrial disputes act of 1975 (lrida), the premier statute which addresses industrial relationships, by implication advances the theory that conflict is not to be seen as desirable or undesirable but rather as a necessary condition to workplace relationship. It suggests therefore that industrial relations in Jamaica are built upon a platform of industrial conflict. This state of affairs is not entirely without foundation when one considers the history of management-management relations in pre-independent Jamaica. Research We conducted a survey among the employees of seven (7) seven companies that were heavily unionized with the aim of finding out whether they were benefiting from these trade unions. The findings were very interesting which led us to the following conclusion. Of the number of persons surveyed sixty (60), forty (40) employees or 66% of all employees, said they have benefited from the intervention of the Trade Union in resolving conflicts. Another ten (10) employees or 17 % said unions’ approach in resolving disputes are usually very antagonistic and conflicts are usually solved by a more realistic approach by management. Another ten (10) employees or 17 % said they were not unionized but they felt that the union was not very instrumental in solving conflicts. Of the 40 employees who stated that trade unions were instrumental in resolving conflicts, thirty-five or 87% stated that working relationship with management has improved since the ending to the dispute. Analysis of Conflict Findings from the questionnaire revealed that the Trade Union had a tremendous Impact on the resolution of conflicts and employees have had great support from Their Trade Union in settling conflicts DRIVERS ISSUE OUTCOME SHORT TERM OUTCOME LONG TERM Employee Value How does Trade Unions impact on conflicts in organizations F F Organizational Culture UF F Customer Value UF F Owner Value UF UF Value Driven Management (VDF) Key: F favorable UF unfavorable Using (VDF) to analyze the impact of trade unions on conflicts within organization revealed the following: In both the short and long term the value of the conflict to employees will be both positive. In the short run conflict brings alternative to the immediate solutions, which normally leads to a resolution in the long run. To the organization, conflict normally brings unfavorable results in the short run. This is normally a dysfunctional conflict, which hinders the achievement of organizational goal. In the long run, conflict tends to be favorable as the problem is resolved and the employees now gear themselves to satisfy the organization goals. The immediate impact of conflicts on customers is normally unfavorable. Dysfunctional conflict will impact upon customer negatively in the short run as group attention is shifted away from important tasks of performance. However in the long run value to customers will be of significance, as employees would have resolve their conflicts and customers will now benefit from improved performance. The owner value impact would be unfavorable both in the short run and long as both impact negatively on the owner. The conflict and the conflict resolution have negative impacts to the owner. Motivation and Trade Unions Motivation is the concept we use when we describe the forces acting on or within an individual to initiate and direct behavior. High levels of motivation are significant contributors to exceptional performance. Research In gathering the data we looked at seven different companies that were unionized. A total of sixty (60) employees were interviewed. Of the sixty (60) employees interviewed, Fifty (50) were unionized and ten (10) were non-unionized. Of the fifty (50) unionized workers, only twenty seven (27) were a part of an Employee Share Ownership Plan (ESOP). They felt they that performed their jobs with a higher level of satisfaction and loyalty, knowing that they were part owners of the business. They highlighted the fact they usually work longer hours, and also they were always willing to work on weekends and even on public holidays. They felt that trade unions had helped them to obtain higher wages and played a leading role in ensuring that they become a part of E.S.O.P The Fifty (50) unionized employees felt that trade unions made a meaningful contribution for them at the workplace, such as ensuring that a merit pay system was in place, bonuses were paid annually, and adequate vacation leave facilities were in place. They also felt that job security and improvements to working conditions were a priority of the trade unions. Discussion and Analysis of Motivation Herzberg’s Two-Factor Theory This theory views that job satisfaction results from the presence of intrinsic motivators and that job dissatisfaction stems from not having extrinsic factors. In his theory, Herzberg looked at extrinsic and intrinsic conditions. Extrinsic conditions involved pay and working conditions. The presence of these conditions to the satisfaction of the employee doesn’t necessarily motivate them, but their absence result in dissatisfaction. The extrinsic conditions are called the dissatisfiers of hygiene factors. Intrinsic conditions include feelings of achievement, increased responsibility and recognition. The absence of conditions does not prove highly dissatisfying. But when present, they build strong levels of motivation that result in good job performance. They are called satisfiers or motivators. Extrinsic Dissatisfiers Workers and Unions supplying major UK supermarkets organizing to improve safety standards Workers having no safety shoes and first aid facilities Not enough breaks from cold areas Absence of information and training Attacks and abuse of workers Stress and sweat shop conditions Gov’t increasing civil servants pay to 80% of private sector Laundry and uniform allowances Education fund, death benefits for civil servant families for relatives killed on the job Increase vacation leave to 35 days Overseas traveling allowance Intrinsic Satisfiers/ Motivators ESOP in local and international companies Job promotions Training for advancement Maslow’s need Hierarchy Maslow’s theory assumes that people’s needs depend on what they already have. Human needs organized in a hierarchy of importance are physiological, safety, belongingness, esteem and self –actualization. 1. Physiological: the need for food, drink, shelter and relief from pain 2. Safety and security: the need for freedom from threat, that is the security from threatening events or surroundings 3. Belongings, social and love: the need for friendship, affiliation, interaction and love. 4. Esteem: the need for self esteem and respect from others 5. Self actualization: the need to fulfill oneself by maximizing the use of abilities, skill and potential Physiological Lobbying for safety shoes, first aid clothing Breaks from cold areas Civil servants voting for their salaries to move to 80% of private sector Safety and Security Workers organizing to improve safety standards Lobbying against attacks, abuse and violence against workers Its taking action to improve the safety and working conditions of 35 million people who work in global fishing sector Belongingness Being part of trade unions provide social company and love Vacation leave Esteem Unions running a respect for shop workers’ week Self Actualization Provision of training Promotion of career development Education Fund Allowance for overseas trips Motivation Drivers Issue Outcome (Short Term) Outcome (Long Term) Do trade unions have a positive influence in an organization? Employee Value F F Organizational Culture UF F Third Party F F Owners Value UF UF Key: F favorable UF unfavorable The employees felt that in the short and long term trade unions have a positive impact on them because they benefit from improved wages, fringe benefits example merit pay and vocational leave. In terms of organizational culture, it was felt that the trade union influence would be unfavorable in the short term but favorable in the long term. In the short term there would be strikes and demands for benefits. In the long term when these are awarded it would provide good satisfaction for employees thus leading to higher levels of productivity. Third party impact would be favorable in the short term and long term, because they would benefit from workers support and union dues, which would be positive for them in the short and long term. Owner’s value would be seen as unfavorable in the short and long term. In the short term, strikes would disrupt production and in the long term more wages and benefits being paid out to workers, which would lower owners, benefits. Gender Issues Women and the Trade Union Movement Historically, male trade unions that are dominated by male have had a mixed relationship with their female counterparts. Just as white workingmen felt threatened by black or Chinese workingmen, they also felt threatened by working women of all races. Many believed that women not only took men's jobs and reduced their wages, but that women wage earners were "out of their natural sphere." Only when men did not feel threatened by women's union activism did men support them. For example, when men and women had close family or civic ties (such as the Irish dominated Troy laundresses' in 1865), when men benefited directly from women's increased wages or decreased working hours,...