Human Resources vs. Labor Unions: A Sri Lankan Perspective

 The relationship between HR and labor unions in Sri Lanka is very important in terms of managing employee relations to ensure smooth business operations. Both HR and labor unions work toward the protection and well-being of workers, but they completely differ in their approach. The interaction between HR and labor unions in Sri Lanka can be conceptualized using pluralist and unitary perspectives, which provide insights into the nature of workplace relations in Sri Lanka

 

Pluralist vs. Unitarist Perspectives

The pluralist perspective on industrial relations views the workplace as comprising multiple groups with diverging interests, primarily employers, employees, and unions. The viewpoint recognizes that there could be conflicts between these groups and such differences should be managed through negotiation and collective bargaining. This theory recognizes unions as an important avenue through which the collective interests of workers are represented, affording workers a greater voice in organizational decisions. This pluralistic approach is most seen within state-owned enterprises and union-dominated sectors in Sri Lanka, such as manufacturing and plantations, where labor unions bear much influence in terms of wages and working conditions.

 

On the other hand, the unitary view assumes that the workplace should work as a single team with a unified purpose where the management and the employees are all working toward a common goal. Human resource management according to the unitary model aims at achieving a harmonious environment where the employee is considered an important asset, and communication between human resources and staff is directly involved rather than through a union intermediary. The unitary model encourages conflict resolution through management policies and practices, rather than collective bargaining. In Sri Lanka, however, with strong unions, the unitary model has sometimes been resisted, as workers may perceive such efforts as an attempt to diminish their bargaining power.

 

HR’s Role in Sri Lanka

The role of HR departments in Sri Lanka focuses on employee relations, observance of labor laws, and building organizational culture. HR practices focused on recruitment, training, performance management, and conflict resolution. Although HR seeks to alleviate employee grievances and improve the working environment, it often receives opposition from labor unions, which perceive this as a possible threat to the collective bargaining power of workers.

For example, HR's efforts towards flexible work arrangements or addressing individual complaints could go against the organizing done by union leaders to fight for general worker interests.

 

Challenges and Opportunities for Collaboration

Conflicts between HR and labor unions comes from different interests and objectives. Nevertheless, there is room for cooperation, especially when both parties employ a pluralist approach. It is feasible for both unions and HR departments to mutually resolve problems via joint decision-making by establishing means of communicating with one another. Issues such as improving employee well-being with minimal loss of organizational productivity may be addressed jointly.

 

Conclusion

The interplay of interests between HR and labor unions in Sri Lanka sets the nature of the relationship. That is where the unions champion collective bargaining, and for HR, the focus is on individual performance and organizational alignment. These interactions take into consideration many theories, such as pluralism and unitarism, which depict the challenges and opportunities to collaborate. Understanding these perspectives thus allows both HR professionals and union leaders to work toward creating a balanced and harmonious workplace that benefits both employees and employers.

Links

• https://books.google.ca/books/about/The_Motivation_to_Work.html?id=KYhB-B6kfSMC&redir_esc=y
• https://www.scirp.org/reference/referencespapers?referenceid=697698
• https://www.taylorfrancis.com/books/mono/10.4324/9780203792643/exchange-power-social-life-peter-blau
• https://www.wilmarschaufeli.nl/publications/Schaufeli/198.pdf
• https://www.semanticscholar.org/paper/The-Human-Problems-of-an-Industrial-Civilization-Mayo/6126e2033e76f194f31c9be0bbe015f656aaf958

References

• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. Wiley.
• Scientific Research Publishing. (n.d.). Reference: Social exchange theory and organizational behavior.
• Blau, P. M. (1964). Exchange and power in social life. Routledge
• Schaufeli, W. B., & Bakker, A. B. (2003). UWES Utrecht Work Engagement Scale: Preliminary manual.
• Mayo, E. (1933). The human problems of an industrial civilization. Macmillan.