Workplace Conflict

Topics: Employment, Trade union, Negotiation Pages: 7 (2217 words) Published: June 27, 2013

When it comes to work, no one really wants to do it; however we must, and are motivated by the need for compensation. Where there is compensation involved, there is always going to be differing opinions of what the monetary value of an employee is. We as healthy human beings will tend to think that our contributions should be rewarded handsomely no matter how large or small, but from a company’s perspective, it is just impossible to see and reward everything of value that every employee does. This is why policies are implemented to help keep track of performance and use management that is most familiar with employees in order to reward employees as well as possible and create a happy and productive work environment.

Every person in our society would love to be over-paid and under-worked; however, every company would love to have employees over-worked and under-paid, while still providing an optimum level of production. This provides the base problem of negotiating and makes finding a satisfactory middle-ground being important to increasing production while reducing turnover. It is the role of the human resources professional to enforce the policies set forth by the company while still watching out for the well-being and happiness of the employees. There is a delicate balance to giving the employees what they would like to maintain a productive and happy work environment, and providing compensation that the company deems acceptable.


The company is working towards negotiating the employee’s benefits to continue to be Pro Employee and be a union free environment with the possibilities of the Employee Free Choice Act may be passed by the government. The EECA would enable working people to bargain for better benefits, wages and working conditions by restoring workers’ freedom to choose for themselves whether to join a union or not. If the EFCA is enacted, employers desiring to maintain union-free workplaces should promptly consider strategies for combating the kind of stealth unionization efforts that would be possible under the EFCA, including supervisor training, effective employee communication programs, and competitive compensation and benefits. By staying Pro Employee, the moral of the employees will stay high and be less risk of letting a union in the building.

There are a good number of different people that actually handle negotiating compensation, at various levels of employment and different career paths. Different occupations lead to different negotiating methods, there are different organizations and professionals included in the process for each. With labor, and services there are often unions in place, athletes and entertainment professionals hire agents to handle the negotiation of compensation, and on a lesser scale employees themselves often have to negotiate salaries with new companies.

Most workers join unions to protect themselves from management’s unfair, arbitrary, or even malicious behavior. When the employees join a union, they do not deal directly with the management team, they deal with an agent that deals directly with the management team. Unions develop contracts that promise certain benefits as well as levels of compensation, and the union has negotiators hired solely for this purpose so that the employee does not have to do it individually. Members pay dues to join the union to help with legal fees, negotiator costs, arbitrator fees, support staff, etc. Agents are hired by actors, musicians, athletes and other high profile stars. These agents become responsible for negotiating term and salary on behalf of the employee, making them similar to a human resources specialist who works for the employee instead of the company. These agents handle all of the dirty work of negotiations which leaves the relationship between the employee and the employer unsullied by the hard feelings that come with arguing perceived value between interested parties.


References: Masters, Marick F. and Albright, Robert R. (2001). The Complete Guide to Conflict Resolution in the Workplace. New York, NY: AMACOM.
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