Running Head: THE ENVIRONMENT AND MANAGEMENT OF INDUSTRIAL RELATIONS

The Environment and Management of Industrial Relations Name Institution

THE ENVIRONMENT AND MANAGEMENT OF INDUSTRIAL RELATIONS

The Environment and Management of Industrial Relations Question Two The labor force in Canada comprises of all employed and unemployed employees. Currently, trends in labor force pose greater challenges for Canadian employees, employers, their unions, and governments have emerged. These trends include aging of the population, rapid growth in non-standard employment, and increasing proportion of women and minority groups in the labor force (Pierce & Karen, 2007). The increasing women and minority groups in Canadian places of work is an indication of changing role in the society and has presented a number of challenges to the government, unions, and employers particularly in matters related to equity thus affecting the decision-making processes (Pierce & Karen, 2007). The aging population in Canada poses challenges to the government, employers and unions on matters related to taxes. This is because those who are remitting taxes are less than those who do not pay taxes putting more pressure on taxpayers and government. On the other hand, non-standard employment has limited employers, unions, and government capability of flexibility and do not capture diversity of work pact as needed for maximum benefits. Question Six Union acceptance is a management strategy that aims on negotiating best probable collective bargain terms that in most cases minimizes the influence of the union members. Management adopting this strategy has their decisions founded on the acknowledgment that the remaining union is neither realistic nor practicable. In union resistance strategy, employers in

THE ENVIRONMENT AND MANAGEMENT OF INDUSTRIAL RELATIONS most cases aim to decrease their non-unionized employees need to join unions by employing approaches such as extending benefits to all employees and union-bargained pay whether they

are unionized or not (Pierce & Karen, 2007). Union removal strategy develops lengths to rid any union that is already in place within their operation and evade any form of seeking new certification. The management in this case adopts a wide range of human resource strategies that aims at decreasing employees morale to join unions. On the other hand, union substitution/avoidance strategy aims at making employees remain without a union where employees are not unionized. This strategy employs tactics such as offering union-level benefits and pay, establishing non-union grievance structures, and careful workers screening (Pierce & Karen, 2007).

THE ENVIRONMENT AND MANAGEMENT OF INDUSTRIAL RELATIONS

Reference Pierce, J. & Karen, B. (2007). Canadian Industrial Relations (3rd Edition). Canada: Person Education.