Trade Unionism In India

The trade unionism in India developed quite slowly as compared to the western nations. Indian trade union movement can be divided into three phases.

The first phase (1850 to1900) During this phase the inception of trade unions took place. During this period, the working and living conditions of the labor were poor and their working hours were long. Capitalists were only interested in their productivity and profitability. In addition, the wages were also low and general economic conditions were poor in industries. In order to regulate the working hours and other service conditions of the Indian textile laborers, the Indian Factories Act was enacted in 1881. As a result, employment of child labor was prohibited.

The growth of trade union movement was slow in this phase and later on the Indian Factory Act of 1881 was amended in 1891. Many strikes took place in the two decades following 1880 in all industrial cities. These strikes taught workers to understand the power of united action even though there was no union in real terms. Small associations like Bombay Mill-Hands Association came up by this time.

The second phase (1900 to 1946) This phase was characterized by the development of organized trade unions and political movements of the working class. Between 1918 and 1923, many unions came into existence in the country. At Ahmedabad, under the guidance of Mahatma Gandhi, occupational unions like spinners’ unions and weavers’ unions were formed. A strike was launched by these unions under the leadership of Mahatma Gandhi who turned it into a satyagrah. These unions federated into industrial union known as Textile Labor Association in 1920.In 1920, the First National Trade union organization (The All India Trade Union Congress (AITUC)) was established. Many of the leaders of this organization were leaders of the national Movement. In 1926, Trade union law came up with the efforts of Mr. N N Joshi that became operative from 1927. During 1928, All India Trade Union Federation (AITUF) was formed.

The third phase began with the emergence of independent India (in 1947). The partition of country affected the trade union movement particularly Bengal and Punjab. By 1949, four central trade union organizations were functioning in the country:

The All India Trade Union Congress,
The Indian National Trade Union Congress,
The Hindu Mazdoor Sangh, and
The United Trade Union Congress

The working class movement was also politicized along the lines of political parties. For instance Indian national trade Union Congress (INTUC) is the trade union arm of the Congress Party. The AITUC is the trade union arm of the Communist Party of India. Besides workers, white-collar employees, supervisors and managers are also organized by the trade unions, as for example in the Banking, Insurance and Petroleum industries.

Trade unions in India

1) The Indian workforce consists of 430 million workers, growing 2% annually. The Indian labor markets consist of three sectors:

2)The rural workers, who constitute about 60 per cent of the workforce.
Organized sector, which employs 8 per cent of workforce, and

3)The urban informal sector (which includes the growing software industry and other services, not included in the formal sector) which constitutes the rest 32 per cent of the workforce.

At present there are twelve Central Trade Union Organizations in India:

All India Trade Union Congress (AITUC)
Bharatiya Mazdoor Sangh (BMS)
Centre of Indian Trade Unions (CITU)
Hind Mazdoor Kisan Panchayat (HMKP)
Hind Mazdoor Sabha (HMS)
Indian Federation of Free Trade Unions (IFFTU)
Indian National Trade Union Congress (INTUC)
National Front of Indian Trade Unions (NFITU)
National Labor Organization (NLO)
Trade Unions Co-ordination Centre (TUCC)
United Trade Union Congress (UTUC) and
United Trade Union Congress - Lenin Sarani (UTUC - LS)

Joining Trade Unions

Joining Trade Unions

The important forces that make the employees join a union are as follows:

1. Greater Bargaining PowerThe individual employee possesses very little bargaining power as compared to that of his employer. If he is not satisfied with the wage and other conditions of employment, he can leave the job. It is not practicable to continually resign from one job after another when he is dissatisfied. This imposes a great financial and emotional burden upon the worker. The better course for him is to join a union that can take concerted action against the employer. The threat or actuality of a strike by a union is a powerful tool that often causes the employer to accept the demands of the workers for better conditions of employment.

2. Minimize DiscriminationThe decisions regarding pay, work, transfer, promotion, etc. are highly subjective in nature. The personal relationships existing between the supervisor and each of his subordinates may influence the management. Thus, there are chances of favoritisms and discriminations. A trade union can compel the management to formulate personnel policies that press for equality of treatment to the workers. All the labor decisions of the management are under close scrutiny of the labor union. This has the effect of minimizing favoritism and discrimination.

3. Sense of SecurityThe employees may join the unions because of their belief that it is an effective way to secure adequate protection from various types of hazards and income insecurity such as accident, injury, illness, unemployment, etc. The trade union secure retirement benefits of the workers and compel the management to invest in welfare services for the benefit of the workers.

4. Sense of ParticipationThe employees can participate in management of matters affecting their interests only if they join trade unions. They can influence the decisions that are taken as a result of collective bargaining between the union and the management.

5. Sense of BelongingnessMany employees join a union because their co-workers are the members of the union. At times, an employee joins a union under group pressure; if he does not, he often has a very difficult time at work. On the other hand, those who are members of a union feel that they gain respect in the eyes of their fellow workers. They can also discuss their problem with’ the trade union leaders.

6. Platform for self expressionThe desire for self-expression is a fundamental human drive for most people. All of us wish to share our feelings, ideas and opinions with others. Similarly the workers also want the management to listen to them. A trade union provides such a forum where the feelings, ideas and opinions of the workers could be discussed. It can also transmit the feelings, ideas, opinions and complaints of the workers to the management. The collective voice of the workers is heard by the management and give due consideration while taking policy decisions by the management.

7. Betterment of relationshipsAnother reason for employees joining unions is that employees feel that unions can fulfill the important need for adequate machinery for proper maintenance of employer-employee relations. Unions help in betterment of relations among management and workers by solving the problems peacefully.

Revival of Trade Union

SUGGESTIONS FOR SURVIVAL AND REVIVAL OF TRADE UNIONS

In the changing scenario the role to be played by the trade unions must also change if they want to survive.

To organize professional workers successfully and appropriately, unions need to understand their needs and concerns. The sense of collective solidarity is likely to be weaker than for other groups of workers, and there may be less of a tradition of union organization on which unions can build. Professionals expect unions themselves to be professional, and to deliver the services members need in an efficient way.

The point to understand is that there is competition for the services unions can offer. The table below seeks to identify the likely work-related needs which a professional worker – perhaps working on a contract basis rather than in a traditional employment relationship, perhaps working away from a central workplace, perhaps working for a number of different clients – could be expected to have. Whilst in many ways these needs resemble those which are currently met through the familiar industrial relations structures, other agencies could (and do) step in to service them: a problem at work could be guarded against in the same way, say, as a motorist arranges vehicle breakdown protection or a householder organizes a service contract for domestic appliances.

Negotiation on pay or contract fee

• Agents
• Commercial training courses in negotiating skills/assertiveness for individuals negotiating for
themselves

Health and safety advice

• Commercial telephone help lines
• Web based advice services
• Specialist consultants
• Doctors

Employment rights

• Attorneys/lawyers
• Specialist consultants
• Commercial telephone help lines

Disciplinary representation

• Attorneys/lawyers
• Specialist consultants

Taxation advice

• Accountants
• Commercial help lines
• Specialist tax advisory services

Social activities

• Web-based associations
• Informal networks
• More focus on neighborhood rather than
workplace socializing

Psychological and physical health

• Doctors/health services
• Private practice therapists

Pensions/social protection

• Private insurance companies
• Private financial advisers/brokers

Finding work

• Informal networks
• Web based services (monster.com etc)
• Professional associations/member cooperatives

Providing access to training

• Educational institutions
• Commercial training providers

These service providers may operate as commercial ventures, or as non-profit professional mutual associations or societies. In each case, however, they are effectively competing with trade unions’ own services, and as a consequence threaten membership income and organizing muscle.

Decline in Trade Union Membership

REASONS FOR DECLINE IN TRADE UNION MEMEBERSHIP

Apart from the fact that trade unions have undergone a process of erosion, it is evident that they have also become less appealing to workers. There are a number of reasons that have contributed to this. Some of them have been underlined below:

Changes in composition of work force
Its basic cause has to do with the changes in the economy that have led to fewer male industrial unskilled workers, and more female service sector workers.

Changes in labor market structure
The labor market has changed dramatically in the last twenty years. Part-time work has increased, more women are in work, and more people work for themselves

Changes in the structure of economy
The economy has been shifting from manufacturing to the service sector. Jobs have continued to decline in industry, construction, and energy-related firms, even when the economy is growing. In contrast, jobs in the service sector - areas like hotel and catering, business services, and health and education - have continued to grow.

Growing emphasis on individual relations
A major reason for decline in trade union density has been the more emphasis that is being paid today to the individual relations. Management now directly deals with individual workers and at the time employment the terms of employment are decided well in advance leaving little work to be done for trade unions and lesser issues for collective bargaining.

Future of Trade Union

FUTURE DIRRECTON OF TRADE UNIONS

Early emphasis

At its inception the labor market was dominated by the classical economics view which espoused free and unregulated labor markets. This laissez-faire capitalism led to social injustices and inequities since labor did not have the power to bargain with employers. Additionally, the dominant position of the employer in what was formerly termed the "master and servant" relationship prevented labour from enjoying rights. IR therefore came to espouse a degree of labour market regulation to correct the unequal bargaining power.

The causes of labor problems - even those within the enterprise - were thought to need addressing through a range of initiatives external to the enterprise, by

The State through protective labor laws and dispute settlement mechanisms.

Voluntary action on the apart of employees to protect themselves and increase their bargaining strength through freedom of association and collective bargaining, but backed by State interventions to guarantee these rights.

Collective IR operates in three ways. One way is through national or industry level agreements between unions and employers' organizations. A second way is through agreements between a single employer and a union. A third way is through legislative enactments applicable to employers and employees generally, or to particular sectors, or to particular categories of employees.

Current and future issues

Cross-Cultural Management

Asia is a heterogeneous region, characterized by ethnic, cultural, linguistic and religious diversity. Due to substantial increases in investment in Asia by both Asian and Western investors, many employers and unions are dealing with workers and employers from backgrounds and cultures different to their own. Some of the resulting problems and issues fall within cross-cultural management. The problems arise due to differences in IR systems, attitudes to and of unions, work ethics, motivational systems and leadership styles, negotiating techniques, inappropriate communication, consultation and participation procedures and mechanisms, values expectations of workers and interpersonal relationships.

These cross-cultural management issues in turn pose the following problems:

What particular IR and human resource management considerations at the regional, sub-regional and country level affect the development of sound relations at the enterprise level in a cross-cultural environment?

What would be the most effective programs for this purpose?

How can investors in Asia familiarize themselves with the environmental and cultural considerations in the recipient country relevant to their managing people at work?

How could information be collected, analyzed and disseminated?

Industrial Relations/Human Resource Management Training

Since IR has assumed a particularly important role in the context of globalization, structural adjustment and in the transition to a market economy, employers in each country would need to identify what aspects of IR and HRM should be accorded priority, how training in them could be delivered, and what concrete role is expected from an employers' organization.

Balancing Efficiency with Equity and Labour Market Flexibility

Traditional IR view labour problems arising due to employers wish to use resources productively and to generate profit, while employees wish to maximize their return on labour. The State intervenes for a variety of reasons. The setting in which IR developed was conditioned by the national environment - political, economic, social and legal. But today the conditioning environment increasingly includes the international and regional context. Globalization has created pressures on IR for efficiency in the employment relationship, reflected for instance on the emphasis on flexibility (types of contracts, working time, pay, etc.) and productivity. These developments and the pressures for labour market deregulation and flexibility raise the issue of efficiency versus equity. However, the main issue for IR in this regard is not efficiency and equity as antithetic concepts, but how to achieve a balance between the two. This is because while an IR system should facilitate competitiveness, it should also promote equity by ensuring a fair return on labour and a fair sharing of the gains from economic activity, reasonable and safe working conditions, and an environment in which employees can communicate and discuss their concerns and be represented in order to protect and further their interests.

Economies in Transition

In Asian economies in transition (China, Mongolia, Viet Nam, Laos and Cambodia) the governments are seeking to establish a labour law system relevant to a market economy. Viet Nam already has a Labour Code, and China is in the process of enacting several laws including one covering collective bargaining contracts. There were hitherto no IR in these countries as known in a market economy, as there were no private employers (or employers' organizations), and employees were not expected to have interests different from those of the employer (the State) as they were considered to be the owners of the enterprises. Decisions were made not so much by managers as by the State.

These countries are now seeking appropriate IR 'models'. Employers in these economies will need to develop the expertise necessary to persuade the other two constituents that the labour law framework should not be too regulated so as to deprive enterprises of the flexibility which will be needed to adapt to changes when these economies have to move to the next stage of economic development.

Misconceptions About Trade Union

MISCONCEPTIONS ABOUT TRADE UNIONS

There are many misconceptions about trade unions. Firstly, their members are not just in manual trades; there are trade unions for everyone from airline pilots to zoologists. Secondly, there are no 'dinosaurs' - unions have a responsible and progressive approach to industrial relations. Nor are they dominated by old, white males - forty percent of members are women, and many unions now have sections dedicated to meeting the needs of young workers.

Most employers do try to follow the law and be fair and responsible, but problems are inherent in the very nature of the relationship between employer and employee. Even when there is a forward-looking, understanding management and a loyal and co-operative work force, there will be differences of opinion in the relationship between management and staff. From time to time, organizations need to respond to new situations. Staff will be asked to change their patterns of work. You may be faced with doing something that you do not want to do. You may be asked to learn difficult new skills. You may be asked to work over a weekend when you had planned something else. Redundancy now touches every level of an organization. Knowing your statutory rights or best practice in these situations is not always easy on your own. Alone, raising issues can be pretty daunting - if not impossible.

This is where trade unions can help. They can provide you with the advice and support to ensure that these differences of opinion do not turn into major conflicts. The more members a trade union has in a particular company, the more likely it is that there will be formal 'recognition'. This means that management has agreed to allow the union to represent its members. It might also mean that management and the union meet every year to discuss pay and conditions - such as hours of work. At present, forty-four out of the top fifty companies recognize unions, and the results are impressive. The average union member earns more than the average non-member. In private companies the union "mark-up" is 6p in the pound for manual workers and 4p in the pound for white collar staff. The average union member also gets more paid holiday than the average non-member. Two out of three union members get twenty-five days or more paid leave a year. Only one in three non-members enjoys this much holiday. Recognized unions, therefore, produce real results for their members and are responsible for tangible differences in the living and working conditions of many working people.

Even if a union is not recognized, members can receive free advice and support on anything connected with their employment. Membership of a union is an insurance policy. Unions win more than £300 million a year in compensation for members who suffer injuries or discrimination at work. Non-union members are twice as likely to be seriously injured at work. Not only do unions do a great deal to prevent problems in the first instance (by, for example, lobbying for proper health and safety regulations, or for a rigorous equal opportunities policy), they are also on hand to help when things go wrong (by, for example, giving legal advice and counseling, and advising members on their rights in relation to contracts, conditions, discrimination and dismissal).

Importance of Trade Union

IMPORTANCE OF TRADE UNIONS TO EMPLOYERS

Trade unions have always had two faces, sword of justice and vested interest". The balance between these two features can change over time; however it seems clear that in many countries, unions have lately come to be widely perceived as conservative institutions, primarily concerned to defend the relative advantages of a minority of the working population. However if we examine closely we shall find that trade unions have not just benefited the employees but also the employers in a number of ways:

Helps management in bringing about any kind of changes

Provides for a mechanism to deal with employees at large, dealing with large number of workers on one to one basis is not possible, this is where a trade union comes into picture

Securing maximum cooperation from workers.

Meeting its social obligations

by helping in the recruitment and selection of workers.

by inculcating discipline among the workforce

by enabling settlement of industrial disputes in a rational manner

by helping social adjustments. Workers have to adjust themselves to the new working conditions, the new rules and policies. Workers coming from different backgrounds may become disorganized, unsatisfied and frustrated. Unions help them in such adjustment.

promoting and maintaining national integration by reducing the number of industrial disputes

incorporating a sense of corporate social responsibility in workers

achieving industrial peace

Tasks Taken by Trade Union

Career development

A number of trade unions have introduced innovative services for members. Guidance on Career development is one of the major tasks that has been undertaken by a lot of trade unions. to name a few:

The British telecom managers’ union Connect, for example, launched its Opus² Careers Advice counseling service in January 2002. Opus² makes use of qualified and experienced counselors, and two programmes are currently offered, one on career assessment and the other on getting interviews. Each programme takes about four to six weeks to work through, and is based on a set of five 40 minute counseling sessions which take place either by phone or face-to-face. The cost of the programme for Connect members (about €290) is lower than equivalent commercial services, and it is preceded by a free half-hour session, to allow the individual to assess its suitability for their needs. Hourly career counseling is also available (€100 ph). Connect originally introduced Opus² for its own members, but now makes it available (at a slightly higher price) to members of other trade unions and (at a higher price) to non-union members.

Another British union, Prospect, has its own Career Plus career development programmed, delivered to members as a series of web-based worksheets. Career Plus includes modules on continuing professional development, skills, training and mentoring, and applying for jobs. Members work through the material in their own time.

SIF (Sweden) has had many years’ experience in helping members in career development. For example, it made use early on of the internet to deliver the Career coach (Karriärcoach) service to members. This is a web-based tool designed to help individuals analyze their working life prospects. SIF members receive a password from the union and can then work their way in their own time through the programme. This is one of a number of innovative developmental tools which SIF has developed for delivery to members over the internet or on CD-ROM.

Finansforbundet in Denmark is another union to offer help in career development and in personal and professional development for managers. This ranges from individual advice and guidance (for example, on appropriate lifelong learning options) to whole day or after-work sessions on particular subjects relevant to professional staff. Finansforbundet says that this has proved a popular initiative, with in recent years approximately 15% of the union’s members in professional and managerial posts participating each year.

Also in Scandinavia, the Finnish union Insinöörliitto IL offers both web-based advice to members on how to apply for better jobs and more traditional courses, on topics such as career development and job applications. Insinöörliitto IL offers legal advice to members who are negotiating their contracts and salaries with new employers

The Belgian union for professionals LBC-NVK has for several years offered its members career management workshops. Currently, two sessions are held each year, each open to 25 participants. The union hopes to extend this initiative from January 2005, to enable about 200 members each year to have access to this service.

Employment agencies

In many countries, trade unions in the past played an important role in directly finding work for members. This tradition was associated particularly with craft-based unions, as part of the mechanisms used to control access to particular professions and to prevent dilution of professional skills. It is perhaps not surprising; therefore, if some unions are now looking to recreate a similar service for their own professional and technical staff members.

TEK (Finland) operates a Recruitment Service for its members, using the union’s website. Employers can advertise current job vacancies for engineers and technical professionals on the site, without charge. Members can access this database, but can also submit on-line their own CVs (in Finnish and in English). These CVs are searchable by employers looking for new members of staff.

Connect (UK) decided to set up its own employment agency in the early 1990s, at a time when large numbers of Connect’s members were being offered voluntary redundancy by British Telecom. The vast majority had only ever worked for BT, and found the prospect of looking for work elsewhere daunting.

In France, the five major union federations have come together, along with the employers’ organisation MEDEF, to create a non-profit organisation APEC, l’Association pour l’emploi des cadres (Association for the employment of professional and managerial workers). APEC offers a major web-based employment service for cadres.It claims to have been used to date by 25,000 companies and 400,000 individuals. At any one time, around 10,000 jobs are likely to be posted on the website; individuals can also post their own CVs. APEC is available to all cadres, including those who are not affiliated to the participating unions.

Provision of training courses and lifelong learning

Unions can contribute in several different ways to the extension of training provision for members. Firstly, for many unions this is an important issue to be raised during the collective bargaining process. The Belgian managerial and professional union LBC-NVK speaks for many when it says, “Training and retraining are such fundamental rights that we try at all costs to establish these rights in collective agreements, both at company and sector level”.Naturally, unions in many countries are also actively engaged in bipartite (union/employer) and tripartite (government/union/employer) organisations and initiatives to promote vocational Training.

In France, for example, CFDT Cadres plays a key role in CESI, Centre Enseignement Scientifique et Industriel, the body which coordinates the training of engineers, technicians and cadres.

The Portuguese bank union SBSI participates in the Portuguese vocational training institute for the banking sector, whilst in Spain the UGT is a partner in the 2004 Plan for continuing vocational training.

Unions are also developing partnerships with educational institutions. SIF (Sweden) reports that it “co-operates with local universities and university colleges in Sweden in order to offer members possibilities to participate in specific curricula and courses. An example, where there have been places reserved for SIF members, is a course in project management. SIF pays for the training, and the employer lets the member participate in the course during working hours.”

Unions also themselves put on a wide range of training courses for their own members. Whilst these include more traditional courses designed for union activists on such topics as representing members and occupational health and safety, unions are increasingly focusing on servicing their members’ needs for professional qualifications. SIF, for example, arranges about fifteen educational seminars a year designed specifically for professionals and managerial staff, each focusing on a key work-related issue. In Finland, TEK currently arranges about 35 training workshops and lectures each year, tailored to the needs of its members. Another Scandinavian union, HTF (Sweden), also runs seminars and courses for managers. As the HTF puts it, “We help such members to create networks and develop their skills in subjects that are important to them”.

Preventing and combating sexual harassment:

Trade unions are uniquely able to take steps to "raise awareness of the problem of sexual harassment in the workplace" by conducting training of company officers and representatives on sexual harassment and by including information on sexual harassment in all union-sponsored or approved training courses.

Trade unions also have an opportunity to encourage employers to adopt "adequate policies and procedures to protect the dignity of women and men at work in the organization."

Trade unions may play a role as advisor to union members who have sexual harassment complaints, providing guidance on among other things, "any relevant legal rights. … Trade unions could consider designating specially trained officials to advise and counsel members with complaints of sexual harassment and act on their behalf if required. This will provide a focal point for support. It is also a good idea to ensure that there are sufficient female representatives to support women subjected to sexual harassment."

Activities Taken by Trade Unions

ACTIVITIES UNDERTAKEN BY TRADE UNIONS

The central function of a trade union is to represent people at work. But they also have a wider role in defense of their members' interests. Individual unions and the Trades Union Congress play a very important role in lobbying the government and other decision makers to ensure the best possible deal for working people.

They also play an important educational role, organizing courses for their members on a wide range of matters. Seeking a healthy and safe working environment is also a prominent feature of union activity.

Unions also provide a variety of other benefits. For example, many union members can now have half an hour's free professional legal advice on anything - it does not need to be connected to their work. Many other unions provide benefits of membership such as cheap travel and insurance plans.

Most importantly, almost every improvement in workplace conditions - for example, equal pay laws, stronger health and safety legislation and statutory redundancy pay came about following pressure from trade unions.

The main service a union provides for its members is negotiation and representation. There are other benefits people get from being members of trade unions.

Negotiation
Representation
Information and advice

Member services

Negotiation

Negotiation is where union representatives discuss with management issues which affect people working in an organization. The union finds out the members' views and relays these views to management. There may be a difference of opinion between management and union members. 'Negotiation' is about finding a solution to these differences. This process is also known as 'collective bargaining'.

In many workplaces there is a formal agreement between the union and the company which states that the union has the right to negotiate with the employer. In these organizations, unions are said to be 'recognized' for 'collective bargaining' purposes.

Pay, working hours, holidays and changes to working practices are the sorts of issues that are negotiated. People who work in organizations where unions are recognized are better paid and are less likely to be made redundant than people who work in organizations where unions are not recognized.

Representation

Trade unions also represent individual members when they have a problem at work. If an employee feels they are being unfairly treated, he or she can ask the union representative to help sort out the difficulty with the manager or employer.

If the problem cannot be resolved amicably, the matter may go to an industrial tribunal. Industrial tribunals make sure that employment laws are properly adhered to by employees and employers. They are made up of people outside the workplace who listen to the employer's and the employee's point of view and then make a judgment about the case. People can ask their union to represent them at industrial tribunals. Most cases that go to industrial tribunals are about pay, unfair dismissal, redundancy or discrimination at work.

Unions also offer their members legal representation. Normally this is to help people get financial compensation for work-related injuries or to assist people who have to take their employer to court.

Information and advice

Unions have a wealth of information which is useful to people at work. They can advise on a range of issues like how much holiday you are entitled to each year, how much pay you will get if you go on maternity leave, and how you can obtain training at work.

Member services

During the last ten years, trade unions have increased the range of services they offer their members. These include:

Education and training - Most unions run training courses for their members on employment rights, health and safety and other issues. Some unions also help members who have left school with little education by offering courses on basic skills and courses leading to professional qualifications.

Legal assistance - As well as offering legal advice on employment issues, some unions give help with personal matters, like housing, wills and debt.

Financial discounts - People can get discounts on mortgages, insurance and loans from unions.

Welfare benefits - One of the earliest functions of trade unions was to look after members who hit hard times. Some of the older unions offer financial help to their members when they are sick or unemployed.

Action Taken By Trade Unions

INDUSTRIAL ACTION THAT CAN BE TAKEN BY UNIONS

The majority of worker-to-manager and therefore union-to-employer problems are worked out peacefully through negotiation. However occasionally an issues arises where no agreement or solution can be reached. This is when a trade union may conduct some form of industrial action in order to force the employer to back down.

There are several different types of industrial action that could be taken:

Strike – Workers select a day(s) on which they will not come into work.

Work to rule – Workers apply the firm’s rules and procedures to the ‘letter’ with the objective of slowing down production. For example a machine worker may be told to ensure his machine is clean and safe before starting work and so he will be deliberately nit-picking and spend hours doing exactly this.

Go slow – Employees carry on working but at the minimum pace possible in order to slow down production but avoid disciplinary action.

Picketing – Workers may stand at the entrance to the employer’s factory or place of work and demonstrate with banners or slogans.

Overtime ban – Workers simply refuse to work overtime as they are not obliged to. This can prevent a firm being able to produce quickly enough to meet demand and they may lose orders.

Development of Trade Unions

REASONS FOR DEVELOPMENT OF TRADE UNIONS

Beginning in the eighteenth century, much of Western society, with most changes occurring earliest in the United Kingdom, witnessed a transformation from an agrarian culture with craft based production, to the first industrial revolution. Within this transformation several changes provided much of the impetus for the rise of the trade union. These changes sparked rising fears in the crafts and guilds of the time, who feared encroachment on their established jobs, including changes in wages and work methods [2]. Additionally, the rapid expansion of the industrial society was to draw women, children, workers from the rural community, and immigrants to the work force in larger numbers and new roles. Working conditions and wages did not meet modern standards. This pool of labor spontaneously organized in fits and starts throughout its beginnings, and would later be an important arena for change.

Trade unions have sometimes been seen as successors to the guilds of Medieval Europe, though the relationship between the two is disputed.Medieval guilds existed to protect and enhance their members' livelihoods through controlling the instructional capital of artisanship and the progression of members from apprentice to craftsman, journeyman, and eventually to master and grandmaster of their craft. They also facilitated mobility by providing accommodation for guild members traveling in search of work. Guilds exhibited some aspects of the modern trade union, but also some aspects of professional associations and modern corporations.

Additionally, guilds, like some craft unions today, were highly restrictive in their membership and only included artisans who practiced a specific trade. Many modern labor unions tend to be expansionistic, and frequently seek to incorporate widely disparate kinds of workers to increase the leverage of the union as a whole. Today labor union might include workers from only 1rade or craft, or might combine several or all the workers in one company or industry.

Types of Trade Union

Types of Trade Union

A trade union is an organization which represents workers. There are four main types:

Craft unions Represents skilled workers from one occupation. For example, SOGAT 82 (printers) and the AUEW (engineering).

General unions Represents mainly unskilled workers from many occupations. For example the TGWU (Transport and General Workers' Union).

Industrial unions Represents mainly workers in one industry. For example, the NUM (miners' union)

Professional or white-collar unions :Represents skilled workers in mainly service industries. For example, the NUT (teachers' union).

Functions of Trade Union

Functions of Trade Unions

Traditionally trade unions used to focus their attention on obtaining a good standard of pay for their members but more recently unions are concentrating on protecting the individual rights of their members. This may mean providing legal and financial support and advice for members who feel their employer has discriminated against them or dismissed them unfairly.
Trade unions aim to:

Improve the pay of workers.
Improve working conditions and secure longer holidays.
Protect members' jobs.
Provide local, social and welfare facilities.

Trade Union

"A Trade Union (Labor union) is a continuous association of wage-earners for the purpose of maintaining or improving the conditions of their employment"

What is a trade union?

A trade union is an organised group of workers. Its main goal is to protect and advance the interests of its members.

A union often negotiates agreements with employers on pay and conditions. It may also provide legal and financial advice, sickness benefits and education facilities to its members.

A trade union is an organization that employees can join in order to have their interests and goals better represented. A worker will pay an annual subscription and in return will have their interests more powerfully represented than if they had to negotiate with employers on their own.

Workers acting together in a trade union can counterbalance the power of large firms. This is due to collective bargaining where all trade union members are balloted (given the opportunity to vote) on issues and a trade union representative then negotiates with the employer on their behalf. The negotiations and relationship between a trade union and an employer is known as industrial relations.