Disclaimer: The views and opinions expressed by this author are their own and do not represent the official position of the Barbados Today.
by Dennis De Peiza
The existing nature of the employer-employee relationship can be indicative of the state of the industrial or labour relations climate within an enterprise. It is advisable that it is in the best interest of every employer to work towards ensuring that there is a conducive and productive work environment.
With this responsibility falling to the employer, it ought to heighten the awareness of the need to ensure that there is employee satisfaction.
This is achievable, provided that the employers are prepared to respect workers’ rights, human rights, to offer satisfactory terms and conditions of work, commit to ensuring that there is a safe place of work, engage in good workplace practices, observe labour standards and is committed to good faith and collective bargaining.
Breaches of the basic tenets of the employer-employee relationship such as bad management practices, the observance of poor labour standards, acts which are constructed or calculated to deny workers’ rights or to exploit them, are the foundation of a labour dispute.
For the most part, employees tend to react and resort to engaging in some form of industrial protest on matters related to increases in wages and salaries, the non-payment of severance pay by employers, workplace health and safety issues and where there is cause to protest unfair or wrongful dismissal.
Employers can sometimes be guilty of inflaming the situation by resorting to downplaying or ignoring the problem. The taking of hardline positions and failing to communicate and being willing to enter into dialogue, consultation or negotiations, only lead to an increase in tensions.
In some instances, the response by employers to address emerging problems is sometimes difficult to understand. There are those who take on an aggressive or confrontational approach by moving to lock out workers and employing persons to work (strike breakers), when employees go on strike.
This negative response which comes from employers when workers take a stance on a matter, contributes to an erosion of confidence in and respect for the employer. A breakdown in communication is often deemed to be at the centre of the problem.
While this may well be so, failure on the part of the employer and management to listen, reason, communicate and negotiate, are important aspects of the process which should not be ignored.
The pursuit of a harmonious industrial relationship climate should be the goal of both the employer and their employees. It is almost inevitable to rule out the possibility of an issue emerging from time to time, but inasmuch that this is a given, the best approach to heading off and/or resolving conflicts, is to engage in frank and open discussion.
Accepting that the workplace is known to function using the team concept, the case can be made for the adoption of an inclusive and collaborative approach in the management process, conflict and dispute resolution process.
Where the two parties are unable to resolve matters on their own cognizance having exhausted all existing means at their disposal, they can resort to engaging the systems and processes that have been established for resolving matters of dispute.
Where employers resort to being autocratic in their decision-making, and where employees are not prepared to accept any departure from the democratic principles and those governing good industrial relations practice, this combination sets the stage for industrial disharmony and anarchy to prevail.
In promoting an environment of industrial peace and harmony, all parties must be able to identify with any existing problem and commit to being a part of the solution in order to remedy it.
This requires the adopting of a positive attitude, mindset and developing a better sense of objectivity. For this transformation to take place there first must be an understanding of the objectives of industrial peace and harmony. First and foremost, the aim and objective should be that of creating a good relationship between employer/manager and employees, for the sole purpose of ensuring a smooth and peaceful functioning organisation.
Management should embrace the principles and ideals of democracy, so that the participation of the employees in the decision-making process is not stifled. In adopting this approach, management will create an environment for cooperation and lay the platform for improved worker productivity.
To cap it off, industrial peace and harmony can be assured if attention is paid to safeguarding both the interest of management and workers, and the elimination of unfair labour practices.
The ultimate challenge which faces management and employees, is that of both parties being able to work together without friction. It ought not to be taken for granted that the threat to industrial peace and harmony arises out of a dispute between employer/manager and employees.
There is also the possibility that an industrial dispute can emerge out of a difference between workers, as in the instance where the terms and conditions of employment of the groups vary to the point where issues of equity and equality of treatment are identified as matters of concern.
In the final analysis, it might be farfetched thinking that lasting industrial peace and harmony can be achieved. This is unlikely to happen as industrial disputes will always raise their ugly heads.
Recognizing that industrial disputes emerged from deadlocks in negotiation, day to day workplace grievances, unfair labour practices and push back to the recognition of a trade union as a bargaining agent, the hope of prevailing peace and harmony is nothing but a dream.
Dennis De Peiza is a Labour & Employee Relations Consultant at Regional Management Services Inc. website: ºwww.regionalmanagement services.com
