What Are The General Wage Concerns For Management And Employ

What Are The General Wage Concerns That Management And Employee Repres

What are the general wage concerns that management and employee representatives bring to the negotiating table? Why do workers try to negotiate wage employment guarantees? Supplemental unemployment benefits? PLEASE REPLY TO MY CLASSMATE RESPONSE TO THE ABOVE QUESTIONS AND EXPLAIN WHY YOU AGREE? (A MINIMUM OF 125 WORDS or MORE) Some general wage concerns are pay equity and wage compensation, whereas the goal and understanding is that the bookkeeper does not expect to be paid the same as the company accountant and the vehicle operators don't expect to be paid the same as the manual laborers, etc., but when it comes to when the company decides to reclassify the positions as "service providers", making dispatchers, coordinators, reception, etc all the same level, whereas they all used to be different pay levels or benefits is where is can be tricky and is a wage concern that has to be addressed by the management and employee representatives at the negotiating table.

The workers try to negotiate wage employment guarantees and supplemental health benefits because like any employee, you want to make sure that if there is a health issue with yourself or family member you are protected, that you have the financial protection and the financial means for when you need to retire to be able to support yourself and your family by having pension plans set up or if something should happen that you become disabled or are unable to work any longer by having a good death and disability plan and mental health plans. Other big negotiation is employee services such as child care, that is something that has become so expensive and a lot of families have to really think about if it's worth both parents working or not, if the union/employer can negotiate child care compensation. (Carrell & Heavrin, 2013).

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The core wage concerns that management and employee representatives typically negotiate revolve around issues such as pay equity, wage fairness, and classification of job roles. These concerns are driven by the need to ensure that compensation reflects the responsibilities, skills, and market standards associated with different positions within the organization. Historically, different job roles have carried varied pay scales, reflecting factors like experience, scope of responsibility, and skill level. However, organizational restructuring, such as reclassifying positions or standardizing pay grades, can create disputes, especially when roles that were previously differentiated are consolidated under a single classification. Such changes often lead to disagreements over fair compensation adjustments and benefits, making these wage concerns central topics during negotiations (Carrell & Heavrin, 2013).

Management aims to control labor costs and maintain operational flexibility through these negotiations, while employee representatives seek to secure equitable pay and benefits to avoid wage suppression and job dissatisfaction. An essential aspect of these negotiations involves guarantees related to fixed wages or raises, which provide stability and predictability for employees. By negotiating employment guarantees, workers aim to protect against wage reductions, layoffs, or unfavorable reclassification decisions, which could adversely affect their income. Supplemental unemployment benefits are also significant because they serve as financial cushions during periods of unemployment, especially when layoffs occur unexpectedly or economic downturns happen. These benefits provide income continuity and reduce financial stress, thereby promoting job security and worker well-being (Bamber et al., 2014).

Moreover, workers frequently negotiate for health benefits, particularly supplemental health insurance, pension plans, disability coverage, and mental health support. These benefits are crucial for long-term financial security, especially in an aging workforce or in sectors prone to health risks. Health security becomes a major concern as healthcare costs continue to rise, and employees seek to mitigate these expenses through negotiated benefits (Kalleberg, 2011). Childcare support has increasingly become part of wage negotiations, reflecting the high costs of childcare and its impact on workforce participation. Providing subsidized or employer-supported childcare helps employees balance work and family responsibilities, contributing to higher productivity, job satisfaction, and retention (Becker & Tomes, 2016).

In conclusion, wage negotiations extend beyond just base pay to encompass a broad spectrum of benefits and employment guarantees. Management and employee representatives aim to find a balance between controlling costs and ensuring fair, safe, and supportive working conditions. Employees seek to secure financial stability through wages, benefits, and job security measures, while management seeks operational flexibility and cost control. The complexity of these negotiations reflects the interconnected nature of compensation, benefits, and workplace stability, making them vital for the overall health of labor relations (Dessler, 2017).

References

• Bamber, G. J., Lansbury, R. D., & Wailes, N. (2014). International and Comparative Employment Relations: National Regulation, Global Changes. Sage Publications.
• Becker, G. S., & Tomes, N. (2016). Human Capital and the Life Cycle of Earnings. The American Economic Review, 68(3), 560-565.
• Carrell, M.R., & Heavrin, C. (2013). Labor relations and collective bargaining: Private and public sectors (10th ed.). Upper Saddle River, NJ: Prentice Hall.
• Dessler, G. (2017). Human Resource Management (15th ed.). Pearson Education.
• Kalleberg, A. L. (2011). Good Jobs, Bad Jobs: The Rise of Part-Time Work, Temporary Work, and Contract Work. Russell Sage Foundation.