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to comfort rooms during working hours is not allowed: unnecessary conversations are
prohibited while at work).
The Situation:
During the sixth month of operation, union organizers (outsiders) began courting
the workers to form and join their union. Some even joined GTU (genuine trade
unionism) teachings by radical labor groups. Top management was alarmed by these
developments. Subsequently, a consultancy group was invited to hold a series of
seminars focused on Labor-Management Cooperation for Productivity. This was about
the time management was choosing from among the apprentices, those who would be
considered for permanency. The training sessions culminated in the setting up of Labor
Management Committee (LMC), a body composed of labor and management
representatives (sanctioned by law) to allow workers participation in policy and
decision-making processes in matters affecting them.
Acting on the orders of the President, the consultants facilitated the selection of
workers representatives to the LMC. This was done through a pre-selection of potential
LMC representatives (actually these were those handpicked by the Personnel Manager)
who would attend further training on the mechanics of Labor Management Committees.
After this, the representatives were elected by this select group by viva voce votes.
In the days that followed, it was evident that the workers were still working toward
the formation of their union. The Confil President knew that he had to move fast. At that
time, strikes were on the rise and management was scared of union militancy. Again,
the consultants were contracted, this time to ask them to form the union at Confil. The
Presidents specific orders were: affiliate this with any other federation except the
KMU. Thus, Confil Employees Union came into being, and it was subsequently
attached to the moderate Federation of Labor. The officers of the union were also
selected by management.
Both LMC and the union continue to be managements adjuncts to deliberate and
enforce company rules. Soon however, the union members began noticing that their
union was not really articulating nor protecting their rights and interests. LMC activities
were geared toward social activities. However, there were no noticeable positive effects
of the LMC on the company and worker performance. In fact, Confils financial
statement still reflected negative economic returns. Productivity levels were not
increasing as expected.
Employee morale was low, and workers did not feel committed to carry out
organizational goals. Management continued to be repressive and acts arbitrary in favor
of pet employees. The term of the union was about to end. It was likely that contending
union which promised to fight for workers right would win this time. Meanwhile,
[Type text]
Source: Human resources Management (Principles and Practices revised edition by
C.R. Martires)
management was tightening its labor control mechanisms to flush out the leaders of the
contending union.
*****Good Luck*****
[Type text]
Source: Human resources Management (Principles and Practices revised edition by
C.R. Martires)