Running Head: ESTABLISING GOOD UNION RELATIONSHIP AT WORKPLACE

Suggestion on Establishing Good Union Management Relationship in the Workplace Salmiwati binti Mohamad Jamili (2011248904) Universiti Teknologi Mara

Human Resource Management Assoc Prof Dr. Roshidi Hassan December 24, 2011

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Table of Content

Abstract. Introduction Changing Union- Management Relations Open Warfare Accommodating Partnership Overcoming Past History to Negotiate New Relationship. High Integrity Relationship. Role of Managers. Dynamic Line Managers. Workplace Harmonies and Cooperative.. Worker Participation and Employee Involvement. Communication Training. Employees Satisfaction.. Reference.. Appendix...

3 4 6 6 7 7 9 9 10 11 12 12 13 14 14 19 22

Adversarial. 6

Conclusion. 17

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Abstract

Relationship between union and management has changed together with environment and economical condition from time to time. Union relations with management should be seen as an essential part of management system and techniques, and not as a discipline or activity apart from management. This paper explores a step in how to establish the relationship between management and union and how management can shape their organization for reaching their goals with support contributed by union. It also attempts to identify some of the elements which may generally be regarded as features of a good industrial relations system. It is not to say the step through this article compulsory to being practice by all industrial life as no one kind of relationship is best and can be fit to all varied circumstances of organization. However, all good relationship has some common characteristic include trust, communication and a good leader to coordinate the movement of organization. These articles will deal in general terms of ways to achieving and maintaining any kind of good relationship in organization.

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Introduction

Organizations today are facing an increasingly competitive and rapidly changing environment (Johari,2006). Both management and employee want to protect their interest. Management has to increase their value while employees have to maintain or build up their outcomes in order to survive in the competitive environment. A voluntary organization like the union is a choice for employee to protect their needs in order to balance with needs of company. Basically the union offers their promise to a number of benefits in order to solicit the members commitment. Johari (2006) indicated that some of the benefits include maximizing wages of their members, establishing a join system which both protect their members from arbitrary management actions, allows them to participate in decision making within the organization for which they work, allowing them to express the social cohesion, aspirations and political ideology of their membership. Labor union can be defined as an organization of employees that uses collective action to advance its members interest in regards to wages and working conditions. (Ivancevich, 2010). According to Ramasamy (2008), Malaysias trade union movement is faced with a number of challenges, notably from neoliberal policies and changes structures of employment. According to statistic provided by Department of Trade Union Affairs, as at June 2011, the private sector employee unions at Malaysia are made up for 441 trade unions while trade unions for public sector, statutory bodies, local government and employers, there are 254. total labor force of 12.6 million. However, refer to study provided by Kumar and Gani (2008), trade union movement in Malaysia considered strong by South Asean standard. However it still recorded a decline in figure from 789,163 in 2003 from 807,260 in 2002. This declined was a result of changes in the environment as follow: Total members who joined unions are 803,003 members. Thus only 6.3 percent of employees belong to a union out of the

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

Political changes-privatization, deregulation, free trade, government union busting

Economic changes- trade liberalization, outsourcing, off shoring, work reorganization, technological change

Social changes- rise of solidarity

new right, decline in public goods and social

Bernard (2004). This listed of changes in environment give an impact to employer for acting cold to respond for union requisition from employees representative. According to Ramasamy (2008), power and influence of multinational corporations (MNCs) coupled with their strong antiunion stance, since the 1970s. These have restricted growth and influence of trade unions, removed well-established minimum standards, blocked minimum wage legislations, weakened collective bargaining and flooded the labor market with foreign workers. However, employers also aware that union have been playing role beyond collective bargaining for state and employer. It also helps in increasing productivity or efficiency of workers. Unions contributed in improving workplace peace and harmony by improving workers discipline. According to Khan and Khan (2011), they referred to study from Human Rights Watch (1998) quoted a study of International Labor Organization (ILO), showing that productivity in Malaysia is actually higher in enterprises where the workers are organized in industrial unions than in non-unionized companies. Lu, Tao, Wang (2010) also identified although unions do not directly contribute to positive wage gains for the workers, they do contribute to better employee benefits, increased signing of formal employment contracts, and hence more harmonious employment relations in Chinas private enterprises. Most management in any organization wants a harmonious, collaborative unionmanagement relationship. The challenge is in how to foster such relationship in the face of a changing economic, political and social environment. The key to a relationship

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

building effort is a sincere acknowledgement by both parties that their relationship is difficult or unproductive, and that this situation should not continue. Changing Union- Management Relations Relationship between management and union may be difficult sometimes. Strained management and union relations can be disruptive. Some disagreement can become troublesome to the development of positive work environment (Stanley, 2003). In this article, some of basic history regarding relationship between management and union will be describe, also the description of partnership relationship that currently being seen as most suitable to adapt in organization of 21st Century. Open Warfare The history of labor management relationship began in the colonial days where relationship between servant and master which the master had almost complete authority. Labor- management relationship in United States on that time is based on heritage of exploitation, resistance and industrial warfare. With the first establishment of permanent labor unions shortly after the Revolution, the strikes become the favorite weapon for attempting to increase the wages and improve job security. In those days, most of management did not accept the right of union to exist and often acted not followed the act of law. Management actions were driven by anti-unions and action to get rids of union whenever possible (Blackard, 2000). Adversarial Adversarial relationship between union- management did not different much with warfare era. However they avoided its overly destructive and public manifestation. This relationship normally the management will look first to legal rights and coercive power to resolve issues and continues to maximize its own legal position and power while minimize as possible to other parties which is union (Blackard, 2000).

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Accommodating

Relationship based on accommodation typically can be characterized by good ones. However it doesnt reach the goals to finding opportunities to the best relationship but the managers only concentrate on minimizing the negative impact of union. The example of typical management behavior in an accommodating a relationship is advising the unions of planned changes in advance and bargaining a good faith. Accommodating relationship minimizes the potential negative associated by having a union but it fails to take advantage from the synergy relationship of employee that can be found in union workplace (Valerie & Allen, 1996). Partnership In a modern environment today, where management committed to improve performance and meet organization objectives by developing employees potential, the unproductive conflicts would appear to be archaic and out of date.(Yarrington Townsend & Brown, 2007). The replacement of traditional IR model with new management strategy such as High Commitment Management Models (HCMM) has been found to represent significant changes in work organization and management of employees. However, employee voice changes under HCM policies might provide problems for managers, employees and union in establishing effective means of genuine employee voice (Baird,2002). Bacon & Story (2000) finds the motivations for management and unions entering into partnership arrangement are strongly linked to maintaining employee trust in management. Objective of partnership for management are improvement in employee relations and facilitation of change programs. Blackard (2000) mentioned the definition of partnership relationship can be elaborate differently by the eyes of beholder, but it always fit somewhere on presented as following:

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

Comprehensive partnership- an association with partners who joins interest and accountability who share in risk and rewards.

Parallel partnership- an agreed system of joint decision making limited to matters that not cover by collective bargaining.

Environmental partnership- a work environment that encourages an open and collaborative relationship. In the UK, collaborative approach for unions is considered integral to partnership

and mutual gains strongly dependent on the level of trust in relationship between management and unions (Novitz, 2002). Management strategy to improve organizations performance such as creating learning organizations found genuine union involvement crucial to achieving outcomes (Yarrington et al., 2007). Heaton, Mason and Morgan (2000) determined the major element that importance in determining the partnership agreements are the importance of line managers motivations and the individual factors in management union relations. Other elements that important to mutual beneficial partnership are mutual legitimization of different interest, involving recognition and acceptance of employee interest alongside managements strategic business needs. A process in achieving the outcomes from partnership agreements involved various step. Firstly the preferred outcomes of both parties are being established. Secondly, the expectation of each partys roles and behavior are being established and creating the structure that supports the partnership process. Finally, sustainability of this new way working by addressing both parties to continue for experience benefits which only can be obtainable from participating in partnership (Yarrington et al, 2007). Haynes and Allen (2002) stressing the process of identifying benefits and behavior to be expected from each parties as the most crucial in developing the partnership arrangement. The activity to increase the involvement of employee is a central of partnership agreements and requires strong commitment from all levels of management to overcome the difficulties in achieving mutual beneficial outcomes. Good management

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

union relationship in partnership program must be associated with high level of trust, commitment and good communication not automatically can deliver the partnership agreement. These capacities also require considerable effort, dedication and attitude changes in both parties (Yarrington et al., 2007).

Overcoming Past History to Negotiate New Relationship To develop a new relationships between management (stakeholder) and employees, the major framework should being implement is to breaking old habits and applying the knowledge gained from developed dispute resolution techniques. The knowledge gain from previous experience can be adapted in everyday practice of industrial relations. The experience and radical change that occurred in a relationship between union and management must be treated as transformative learning experience in the art and practice of industrial relations (Ponak, Alan & Painter, 2005). Moore (2000) described four important characteristics of positive working relationship. First characteristic is each parties have to maximize their potential and try to meet their individual needs as possible but he forbid the behavior of make expense from others. Secondly, fair treatment must be implementing in the relationship between employer and employee. An accommodating relationship should be avoided. Thirdly both management and employee should respect the democracy between the parties. Finally, the relationship must be moving towards a condition of trust. Management who give empowerment of trust to the employee, will being rewarded by people will follow through on agreement with a good faith. This will also execute them in the same positive spirit. Also in a situation where people are willing to take a risk, each party will look out for needs of each other. High Integrity Relationship Every company who agreed to engage a union involvement should discover the common interest from a good relationship with a union. Each party both from management and labor acknowledge their interdependence, the legitimacy and

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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purposes of the other (Ponak et al., 2005). As an example, a management who required employees to return a value to the company by improving quality and productivity, bear to re-invest in any profitable of future plan to ensure stability of employment to employees. While employees also must understand the future of their union is dependent on the delivery of their quality services to the management. (Ramasamy, 2008). A collaborative bargaining session is valuable moment for management to accommodate any possible requisition from union and it will build credibility and trust to management from employees (Ponak, et al.,2005). A key element of this process was the implementation of the committee consisting a senior management personnel and union representative. This committee shall schedule their meeting regularly to discussed the union relations issue and adjustment made where necessary ongoing basis. These discussions were part of transforming the relationship of managementunions to functional relationship that evolved to better meet each sides needs.

Role of Managers Sam Walton, the successful founder of Wal-Mart, reflected once upon dealing with employees with this meaningful speech: If youre good to people, and fair with them, and you demanding for them, they will eventually decide youre on their side. Look for things that are going right. We want to let our folks know when they are doing something outstanding and let them know they are important. The fundamental of union agreement specify the rights, protection and responsibilities of management and the union. Organizational representatives or managers spend considerable time and expense negotiating with union officials to bring about a labor contract that will allow for efficient operations (Stanley, 2003).

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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Managers play assorted roles at the most. They deal everyday with the employees at all levels, including members and officers of the union. In an occasion, they have to deal with unions during negotiation session. Sometimes the negotiations are tiresome and contentious. Managers also have to prepare the contract and have responsibilities to make the contract work. In order to administer the contract fairly, managers and supervisors must familiarize themselves with all aspects of the labor agreement. Managers will need to be quite resourceful in dealing with the contract, while at the same time meeting organizational goals and objectives. Essentially, the manager is the co-negotiator, part-judge, part arbitrator, the key planner, the secretariat and the chief executor of all terms and conditions of the agreement, usually called as collective bargaining agreement (CBA) between management and union during negotiations (Baladad,2010). They are several managerial decisions that will disputes in administering the contract but disciplining employees is probably the most heated issue. Oral and written reprimand, suspension, demotion and discharge are common of disciplinary action. When discharging an employee, managers must well aware unions have a propensity to insist on arbitration in termination cases (Stanley, 2003). Dynamic Line Manager Yarrington et.al (2007) indicated the most likelihood conflict happen at the workplace as a result of individual arising between direct managers and employees. The issues will become large dependent on individual line managers attitudes, personalities and management styles. A few respondent in Yarrington et.al (2008)s research suggested that conflict at the line manager level was due to Internal Relation ignorance by line managers or actions by union members without consultation of the line managers. Therefore, line managers should being provided by management with significant training in employee relations issues and conflict resolutions.

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Workplace Harmonies and Cooperative

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Sen Charles (2003) concluded a good analogy for fighting with employee as Blowing the whistle on your employees is like being a skunk at picnic. Win or lose, youve probably ruined your reputation and perhaps even your health. Khan and Khan (2011) highlighted that unions always being blamed for non cooperation and always demanding for benefits and their harsh and quarrelsome attitude. Some cases unions have defended the traditional ways by fighting against the changes but in some other cases, unions cooperated for saving jobs and promoting human side benefits of more flexible work organization. Unions have also played a proactive reformist role, by pushing management toward new forms of organization such as group work. However, if organization can adapt the union relations issues by approached in a positive manner, supervisors and managers can minimize employees frustrations and improve operating efficiencies by addressing employee concerns (Stanley,2003). Black and Lynch (2004) reported support from unions improved when increased managerial focus on employee involvement, quality management, continuous innovation and incentive based compensation. They identified four broad component of this innovation of managerial practice that is associated with productivity and wages, employee voice, work design, workforce training and incentive based compensation. Worker Participation and Employee Involvement Silva (2009) mentioned effective corporate strategies can no longer be developed by top management without information inputs from, and relying on the knowledge of frontline employees. Emphasis is being placed on greater involvement of employees in matters affecting their works and jobs, through consultation, information sharing and two ways communication procedure. A few strategies to being adapt in increasing worker involvement such as employees at all levels are acquiring higher educational qualifications and skills. As

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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such, they will be less amenable to management through control and commands, and will instead respond better to be more participative (Silva, 2009). Exposure to employee in decisions at the point of production will help to increase quality and productivity. Other than that, due to changes in work today it requires more interpersonal skills, greater coordination among workers and sharing information through information flow and data analysis. Communication Ozley (2005) conclude that realities of organization in 21st Century is have to facing with challenges to increase qualities, market share, customer satisfaction, maintain reduce cost and operate successfully in a global marketplace. To be successful in the face of these, organization must examine their traditional practices in every facet of their operations and aware for success demand the most effective use of all available. The starting element to install mechanism to promote effective union management relations is communication, because it covers whole range of issues and other matters such as productivity, small group activities, joint consultation, performance appraisals and motivation, as well to organizational performance (Silva, 2009). Changes in organization can be brought to an effective way when there is sufficient understanding between management and employees. To enhance the understanding, a two way communication may influence behavior in desired direction. A step to enhance two way communications is there should a knowledge regarding communication skills, a structure of communication channels, and the channel can be access by all employees. Two way communication avenues depend on a willingness to deploy resources by both parties, but the return on investment is priceless such us outcomes can be more accurately and more efficient future resource investments (Schultz, 2010). The performance of organization is affected by the manner in which that organization communicates with the employees. Managers must consider the fact that effective leadership and decision making are heavily dependent on communication and

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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information flows (Diesing, 1961). To be effective, managers need to communicate in ways which have a positive effect and they must aware of the various systems of communication and use them as the best advantage. Training A good management will always see the supervisors or leaders as critical to labor relations because it is they who interact most with employees. They also are the first to identify problems, and their attitude towards employee will justify the views about the management. Therefore supervisory development is an important aspect of developing well labor relations with management. Many employers viewed the supervisor training as an expendable expenses and waste of money. However, Craver (2005) indicated that training for new and experienced supervisors is essential because well-trained supervisor will lower an employers chance of being caught in lawsuit. Supervisors and managers should be trained on legal issues including harassment, discrimination, military service, leave, safety, wage, working hours and employee privacy. At Malaysia, supervisor training should include a general overview of basic Labor Act such as Industrial Relations Act 1967, Employment (Termination and Lay-off Benefits Regulations) 1980 and Employment Provident Fund Act 1991. With the proper training, supervisors will become familiar with those laws and general principal to mantaining a workplace free of discrimination, harrasment and retaliation. It also will protect employers if any cases involving managers or supervisor who doing such abusive things as above by saying to court that organization already provide a training to those managers. Employees Satisfaction The other element that important to management look into during establishing relationship with union is employee satisfaction. It is important to organization know the satisfaction level of the employees and they can take measure to improve the productivity. Organization should giving higher priority in providing necessaries facilities

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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that will improve satisfaction and reduce dissatisfactions. Less of dissatisfactions will reduce the possibilities of union raised their concern to management, so less dispute to production movement. As Clark (1998) argues, If unions address issues of workers dissatisfactions, the more dissatisfied will be the most attracted to union membership. Foster (2009) mentioned that employer and employee inter related due to dependency on each other. An employer has the right to expect an employee carry out duties in a competent and appropriate manner. An employee needs recognition and proof of his value with satisfactory element such as monetary compensation and convenient workplace. When an employees needs are not being met, the result is low self-esteem, a condition that can result in chaos with an organization. Usual symptoms of dissatisfactions between employees to organization such as absenteeism, high turnover, low productivity and involved in several issue that commit to effect management reputation. Saari and Judge (2004) mentioned that research studies across many years, organizations and types of jobs show that when employees are asked to evaluate different facets of their job such as supervision, pay, promotion opportunities, coworkers and the nature of work itself generally emerges as the most important job dissatisfactions. Some managers think employees are most desirous of pay to the exclusion of other job attributes such as interesting work. However in study done by Kovach (1995), employees ranked interesting work as the most important job attribute and good wages ranked fifth, whereas when it came to what managers thought employees wanted, good wages ranked first while interesting work ranked fifth. The most important regarding a money for employees is their wages not below than poverty line. Ramasamy (2008) stated that Malaysian Trade Union Congress (MTUC) stress that the Employment Act 1955 should be amended to stipulate a minimum wage RM900. It asserts that the minimum wage is a way of protecting workers who are often subjected to exploitation. Further, it is a means of redistribution income. In addition to the minimum wage, MTUC have also demanded a cost of living allowance (COLA) of RM300 (MTUC, 2007:22).

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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Other than wages, bonuses also can seriously improve employee satisfaction and should give when possible. Yet money cannot safe all morale issues but the backbone of employee satisfaction is respect for workers and job they perform. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Green and Haywood (2011) analyzed that workplace where conditions are more dangerous or less pleasant generate lower job satisfaction and it is these conditions that led the jobs becoming ionized in first place. Study done by Kumar and Murray (2001, 2002), almost 46.7 percent reported an increase in healthy and safety risk at workplace contribute to their dissatisfaction. The highest dissatisfactions reported is increase in workload of work which is 86.6 percent. Other factor is level of job security (52.9 percent), less of promotion opportunities (63.4 percent) and lack of training (48.7 percent).

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Conclusion

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There is many substantial researches that examine the benefits of union can provide to organizations or influence of unions to organization productivity, it seems less of knowledge and research of what actually can constitute to good union management relationship. This preliminary research involved information and data combining through a various research regarding unions which done previously. A step to establish relationship between union and management in workplace mostly involved organization strategy on how to win the union members support. It was found that there are four elements that influence the smoothness of relationships. Firstly, organization has to change the way of relationship into more partnership as each parties contribute and depending to for each other. Secondly, both unions and management have to overcome the past history in order to meet the organizational goals. Respect and trust is essential to move together and learning from a mistake done previously should being adapt as a guidelines to move further. Thirdly, quality of managerial and coordinating skills among managers in organization during handling unions and at the same time to meet organizational goal should being improved. Finally, employer must deploy a good practice in order to provide workplace harmonies and cooperative. This element has being fully elaborate with four sub point which is worker participation and employee involvement, communication, training and a way to meet employees satisfaction.
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SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Reference

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Bacon, N., & Storey, J. (2000). New employee relations strategies in Britain: Towards individualism or partnership. British Journal of Industrial Relations, 38(3), 407427. Baird.M. (2002). Changes, dangers, choice and voice: Understanding what high commitment management means for employees and unions. Journal of Industrial Relations, 44.(3), 359-375. Baladad J.E.(2010). A Managers Role in Dealing With Labor Negotiation. Retrieved from http://www.helium.com/items/1982319-a-managers-role-in-dealing-withlabor-union-negotiations Bernard, E. (2004). Paper presented at the CRIMT Colloquium on Union Renewal 04:The Political Economy of U.S. Unions In A Global Era: Labour Relations In a Very Cold Climate. Montreal, Canada. Black, S.E. & Lynch, L.M. (2004). Workplace Practices and the New Economy. FRBSF Economic Letter, 2004(10), 1-3. Blackard, K.(2000). Managing Change In A Unionized Workplace: Countervailing Collaboration. US:Greenwood Publishing Group Charles.S (2003,Jun 23). For Whistle-Blowers, Virtue May Be the Only Reward. Retrieved from http://articles.latimes.com/2003/jun/16/world/fg-whistle16 Clark, Andrew.E, Georgellis.Y and Sanfey.P( 1998). Job Satisfaction, Wage Changes and Quits. Research in Labor Economics,17, 95 121. Craver. B. C (2005).Collective Bargaining Interaction. The Negotiator Magazine. Retrieved from http://www.negotiatormagazine.com/article263_1.html.

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Diesing. P (1961).Bargaining Strategy and Union Management Relationship, Journal of Conflict Resolution, 5(4), 369-378. Foster. M.R(1999). Employee Satisfaction: The Success Factor. Contemporary Dialysis & Nephrology" magazine. Retrieved from http://www.workplaceissues.com. Green C.P & Haywood J.S.(2011) Unions, Dissatisfied Workers and Sorting. Available from http://www.lancs.ac.uk/UnionsDissatisfiedWorkers/ 20July011.pdf. Haynes, P., & Allen, M. (2002). Partnership as union strategy: A preliminary evaluation, Employee Relations, 23(2), 164-187. Heaton, N., Mason, B., & Morgan, J. (2000). Trade unions and partnership in the Health Service, Employee Relations, 22(4), 315-333. Ivancevich. J (2010). Human Resource Management. Mc Graw Hills Publishing Group. Johari.H (2006). Union Commitment: A Case Of Two Malaysian Unions (The Amalgamated Union Of Employees In Government Clerical And Allied Services And The National Union Of Banking Employees). Available from http://eprints.usm.my/8359/1/A_CASE_OF_TWO_MALAYSIAN_UNIONS.pdf. Khan.M.T& Khan.N.A (2011). Role of labor unions beneficial for employer. Far East Journal of Psychology and Business, 4, 62-63. Kovach, K. A. (1995). Employee motivation: Addressing a crucial factor in your organizations performance. Employment Relations Today, 22, 93-107 Kumar, P. & Murray, G. (2001). Union Bargaining Priorities in the New Economy: Result from the 2000 HRDC Survey on Innovation and Change in Labour Organizations in Canada.Workplace Gazette, 4(4), 43-55. Lu H.F, Tao Z, Wang.Y (2010). Union effects on perfomance and employment relations:Evidence from China, Journal of China Economic Review,21 (2010), 202210.

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MOHR (2011). Number and membership trade union in Malaysia. Retrieved from http://jheks.mohr.gov.my/index.php?option=com_content&view=article&id=145&It emid=101&lang=en Moore. C (2000). Paper presented on the Symposium of Industrial Relations in Honor of Bryan M. Downie 00: State of the Art and Practice in Dispute Resolution. Queens University, Ontario. MTUC (2007). Memorandum to Datuk Seri Abdullah Ahmad Badawi, Prime Minister of Malaysia, on minimum wage of RM900 and Cost of Living Allowance of RM300, Malaysian,Trades Union Congress, Subang Jaya, Selangor. Novitz, T. (2002). A revised role for trade unions as designed by New Labour: The representation pyramid and partnership. Journal of Law and Society, 29(3), 487509. Ozley M.L (2005). Rethinking the Management - Labor Relationship. Retrieved from http:// www.leeozley.com/labor.htm Ponak.A,& Allan.P, Bert (2005), High Integrity Labor Relations.Canada: Modern Times Productions. Ramasamy. N.(2008) The Future Of The Trade Union Movement In Malaysia. Available from http://www.mtuc.org.my/Nagiah/TheWayForward.pdf. Rose. R., Kumar.N, Gani.H.(2008). Unions Perception Toward Changing Landscape of Industrial Relations in Malaysia. European Journal of Social Sciences,7(2), 114115. Saari L.M & Judge T.A.(2004).Employee Attitudes and Job Satisfaction. Journal of Human Resource Management, 43(4), 395407. Schultz. K.(2010). The Power of Two Way Communication. Retrieved from http://www.oneairspace.com/OneAirSpaceBlog/ThePowerofTwoWayCommunicat ion.aspx Silva. S. R(2009). Elements Of A Sound Industrial Relations System. International Labour Organisation Publications,23-24.

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP Stanley. T. L (2003). Good Management/Union Relations Can Be A Sweet Deal. Retrieved from http://www.allbusiness.com/human-resources/workforcemanagement

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Valerie A.& Allen T.F.H. Hierarchy Tehory (New York:Columbia University Press, 1996), pp 29-33 Yarrington. L, Townsend. K, Brown.K (2007). Models Of Engagement: Union
st

Management Relations For The 21 Century,8-9

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APPENDIX

NUMBER OF MEMBERSHIP AND TRADE UNION IN MALAYSIA, YEAR 2005-NOV 2011 TRADE YEAR MEMBERSHIP UNION 2005 2006 2007 2008 2009 2010 OKT 2011 621 631 642 659 680 690 698 761,160 801,585 803,212 805,565 806,860 803,289 803,003

Table 1 (source: http://jheks.mohr.gov.my)

NUMBER OF TRADE UNION BY SECTOR IN MALAYSIA, YEAR 2005-NOV 2011 SECTOR 2005 2006 2007 2008 2009 2010 NOV 2011 PRIVATE STATUTORY BODY AND LOCAL AUTHORITY EMPLOYER TOTAL 390 396 407 421 436 439 441 GOVERNMENT 127 130 130 132 137 139 145 91 13 92 13 92 13 92 14 93 14 98 14 98 14

621 631 642 659 680 690 698

Table 2 (http://jheks.mohr.gov.my)

SUGGESTION ON ESTABLISHING GOOD UNION RELATIONSHIP

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NUMBER OF TRADE UNION BY INDUSTRY IN MALAYSIA, 2005-NOV 2011 INDUSTRY 2005 2006 2007 2008 2009 2010 NOV 2011 AGRICULTURE, FORESTY AND FISHERY MINING AND QUARRY PRODUCTION ELECTRIC, GAS AND WATER CONSTRUCTION COMMERCE 54 55 55 58 58 56 54

1 39 11 18

1 39 11 19 61

1 40 11 21 62

1 40 11 24 63

1 40 11 30 59

146 150 154 159 162 169 176 40 40 11 11 32 32 65 64

TRANSPORTATION 61 AND TELECOMMINICATION SERVICES TOTAL

291 295 298 303 311 317 327 621 631 642 659 680 690 698
Table 3 (http://jheks.mohr.gov.my)

NUMBER OF TRADE UNION MEMBERSHIP BY GENDER IN MALAYSIA, YEAR 2005-NOV 2011 NUMBERS OF TOTAL YEAR MALE FEMALE TRADE MEMBERSHIP UNION 2005 2006 2007 2008 2009 2010 621 631 631 659 680 690 761,160 801,585 803,212 805,565 806,860 803,289 803,003 464,308 296,852 484,016 317,569 485,306 317,906 486,978 318,587 487,679 319,181 485,747 317,542 485,437 317,566

NOV 2011 698

Table 4 (http://jheks.mohr.gov.my)