Workplace Diversity In Auckland City Hotel †MyAssignmenthelp.com

Question: Discuss about the Workplace Diversity In Auckland City Hotel. Answer: Introduction The cultural diversity is referred to the different levels of the individual differences in the organization in relation to the sex, gender, ethnicity, social status, sexual orientation and others (Banks, 2015). The people from different backgrounds interpret the organizational events in a different manner and they look at the organizational problems in their own unique ways. The multi-cultural workforces bring strength for the company in which the diversity enhances the organizational productivity. The company practices as well as philosophy should be well-integrated with the diversity component and it should be supported by the organizational commitment. The organization should embrace cultural diversity with open-minded approach as well as being non-judgmental about the individual differences. This report would discuss about the organizational approach to workplace diversity and discuss about the relevant HR practices. The selected organization is Auckland City Hotel. The scope of the project would include the employment policies regarding the multi-cultural workplace. The operational as well as strategic goals of the organization along with maintenance of the service standards as well as quality assurance would be discussed. The project would also discuss about the financial viability as well as long-term growth of the hotel. The research methodology would include the secondary sources collected from the international publications, company website, books and others. Discussion: Diversity in the workplace Auckland City Hotel has great deal of cultural diversity since it has variety of people with different cultural background working together (Kim et al., 2016). The hotel has witnessed that the cultural diversity has benefitted a lot in several ways. The research findings have indicated that there are almost 15 kinds of nationalities that are working in the hotel. This ensures that the individual personalities are working in coordination so that they can achieve common organizational objectives (Auckland City Hotel, 2017). The hotel has witnessed a wide mixture of employees belonging to different race, gender, culture, working style and others. The company has started to embrace the cultural diversity since it is advantageous to the company in many ways (Auckland City Hotel, 2017). There has been an increase in the organizational productivity due to the fact that the individuals have been able to contribute differently in different circumstances. The multi-lingual staffs have ensured that the company would be able to provide good customer service as the hotel deals with different types of customers (Auckland City Hotel, 2017). The hotel is able to give unique experiences to the customers and make good decision-making initiatives (Auckland City Hotel, 2017). The company is able to fulfill the objectives by working on the same corporate goals and by working as a team. Auckland City Hotel has maintained good policies regarding the cultural diversity in the hotel. There has been self-awareness regarding the cultural differences in the hotel (Auckland City Hotel, 2017). The hotel does not make any biases as per their socio-cultural background and they give equal opportunities for all the members. They believe in the fact that if the employees are treated equally, then there would be an increase in the organizational productivity. Current HR policies concerned with multicultural workforce The multi cultural workforce brings different abilities, skills and diverse experiences to the organization, which is helpful in fulfilling the organizational goals (Nichols, Horner Fyfe, 2015). Auckland City Hotel has policies that initiate the equal importance to all the candidates while the recruitment process is going on (Auckland City Hotel, 2017). They do not discriminate between the candidates so that they can form static work environment. The recruitment policies also ensure that there is the selection of diverse workforce and there are different programs or creative strategies used by the company for on boarding a diverse set of employees (Auckland City Hotel, 2017). The company engages in performing culture assessment of all the individual departments of the organization with the help of interviews, focus group discussions and employee surveys (Heritage, Pollock Roberts, 2014). The culture changes in the organization are always driven by the senior management in the hotel and address all the relevant issues. The hotel aligns its recruitment activities as per the Equal Employment Opportunities provided by the Equal Employment Opportunities Trust (EEO), which was set up in the year 1992 so that the employees enjoy equal rights in the workplace (Diversity Works NZ, 2017). This organization helps in the better understanding of the diversity in the workplace and how it can be well integrated into the organization. The hotel works closely with this entity, which ensures that the organizational culture is supported by fairness, equality and the opportunity to help others to contribute against the diversity (Auckland City Hotel, 2017). It also improves the hotel capacity to see as well as connect with the outside world. The training and development used by the organization is one a basic one and it only includes the orientation about the basic job duties, organizational values and the job expectations from the candidates (Auckland City Hotel, 2017). However, there is no training for fostering the cultural diversity of the employees. The organization also doesnt have any training process for improving the communication gaps that are fostered by the multicultural team members. The ITO is the Industry Training Organization in the country which is recognized by the Associate Minister of Education (Tertiary Education) which is responsible for enhancing the national sill standards of the New Zealand labor industry (Nzqa.govt.nz, 2017). It also provides adequate information as well as advice to the employees and the new candidates. They are also responsible for monitoring of the quality training of the organization. The hotel works in close association with this association and makes sure that the employee s are well trained. Current industry best practices The modern-day organizations are gearing hard to accommodate the multiplicity of the viewpoints as well as supports cultures that drives decision-making and innovation in the organizations (Motoyama, 2016). These organizations strive to enhance the employee productivity and enhance the employee retention so that the organization is able to serve the customers well. The following are some of the best practices that are concerned with the multi-cultural workforces- Commitment of the top management of the firm so that they support a wide range of diversity initiatives Diversity is closely linked to the performance of the candidates so that there is an increase in the individual as well as organizational performance (McCarthy et al., 2013) More number of organizations is inclining towards accountability where the leaders are responsible for diversity measures by linking the employee compensation to the performance assessment (Klettner, Clarke Boersma, 2014). An increasing number of organizations are implementing management reporting systems in which the leadership are allowed to set appropriate goals and monitor the performance of the team members (Motoyama, 2016) An increasing number of corporate firms are looking beyond the compliance so that the individual differences are used to drive the business (Crane Matten, 2016). It is important to boost decision making, innovation and out of box thinking. Emphasizing on the creation of innovative ways in which the employees would be able to connect with each other. One of the major ways of doing so is the organization of the employee resource as well as affinity groups (Trevino Nelson, 2016). A network for mentoring and socializing is usually provided to the employees, which ensures that there are sufficient employee engagement activities in the organization. There are several organizations that are providing the diversity orientation program for the new joined employees which would discuss how the employees can leverage the diversity programs to achieve the organizational goals (Motoyama, 2016). Implications of current employment practice of Auckland City Hotel The hotel authority has improper communication mechanisms that exist between the various departments (Auckland City Hotel, 2017). There is presence of lots of cross-cultural employees, but there are inadequate channels of communication between the employees. This prevents the smooth functioning of the organization and there is inadequate team work that is reported in the organization. There are instances when there are language barriers between the employees as the employees from one country is unable to interpret the words of the employees coming from diverse backgrounds (Auckland City Hotel, 2017). The current organizational framework of Auckland City Hotel focuses more on the jobs and there are insufficient team interactions, in which the cross-cultural teams would be able to talk with each other and share their points of views. This often prevents the organization from realizing the team effectiveness (Auckland City Hotel, 2017). The hotel has bureaucratic management style in which the employees have least saying in the organizational decision-making. This often forces the government to make incorrect decisions as they do not consider the viewpoints of the employees. The organization does not provide professional training sessions to the front line employees, which are important for enhancing operational excellence. Apart from the basic organizational induction, the employees are not trained on soft skills, customer service etiquettes and other essential parameters, which help them to face customers in a better manner(Auckland City Hotel, 2017). The lack of training degrades the service quality of the organization, which in turn reduces the organizations capability to achieve organizational mission. Benefits of employing multicultural workforce The organizations have a lot of potential benefits when it comes to employment of the cross-cultural labors. They present a diverse pool of talents as well as corresponding ideas that is based on the different kinds of background of the employees (Barak, 2016). The following are the benefits of recruiting cross cultural employees- Operational and strategic goals- The cross-border employees have their own perspectives of understanding the strategic mission of the organization (Nichols, Horner Fyfe, 2015). One aspect of the organizational mission may be understood well by one employee while the other segment of the mission may be well-interpreted by the other employee (Nichols, Horner Fyfe, 2015). Their overall team effort helps the organization to meet its desired objectives. The level of coordination of the team members is also different from each other and one shortcoming of one member is well substituted by others. Maintaining service standards- The cross-border team ensures that there are multiple language experts in the same team (Nichols, Horner Fyfe, 2015). For example, in Auckland City Hotel, there are employees from almost 15 nationalities such as Japanese, Chinese, Chile, Peru, Malaysia, Thailand and others. There are also multiple nationalities guests arriving at the hotel, who would be satisfied if they are able to interact with the hotel staffs in their mother tongue language (Al-Esia Skok, 2014). This would enhance the customer satisfaction rates and hence would automatically increase the service standards of the hotel. Financial viability / sustainability- The research shows that the gender diversity has high impact on the organizational performance in which the high gender diversity of the company has been shown to give high performance returns (Nichols, Horner Fyfe, 2015). Disadvantages of employing multicultural workforce Operational and strategic goals The cross-cultural workforce would ensure that there would be certain level of issue concerning the language diversity. In the absence of communication proficiency in English, it would be difficult for the organization to coordinate between multiple team members and foster team work (Rozkwitalska, Su?kowski Magala, 2016). This would prevent the employees from achieving their full potential and attaining the organizational objectives. Maintaining service standards- A multicultural workforce often leads to faulty training modules since it is not possible for the organization to give customized training to the workforce (Rozkwitalska, Su?kowski Magala, 2016). The training provided by the organization may be suitable for one section of the workforce, while the other employees may not be able to utilize it fully (Przytu?a ,2017). This may create a skill gap in the workforce, due to which the organization may not be able to fulfill the service standards. Financial viability / sustainability- The individual differences may cause a decrease in the organizational productivity, which may result in a decreased operational excellence. This would in turn mean a loss of revenues as there would be more number of dissatisfied customers (Rozkwitalska, Su?kowski Magala, 2016). There are also instances when the multi-culture work culture implies that there would be high spending of the company and this may naturally increase the cost of retaining the manpower. Recommendations Auckland City Hotel should foster the cultural differences in the workplaces so that the employees are able to understand as well as appreciate each other. It should implement sensitivity training which would make the employees to act and communicate properly in the corporate scenario. There should be various kinds of topics that should be covered in the sensitivity training such as appropriate terminology, proper etiquette, and improvement of the communication styles and the elimination of the sexual harassments in the workplaces. The hotel should be open to hiring of the persons with physical as well as mental disabilities as they have immense potential in contributing well to the organizational growth. The advent of the new technologies is helpful in the recruitment of disabled persons in the organization. It has been seen that the disabled workers have unique set of talents as well as abilities, which should be well appreciated by the organization. The third recommendation for Auckland City Hotel would be foster more training and team meetings, in which the employees of the organizations would have a chance to interact with each other. This would enable the diverse workforce to interact with each other and know about their differences well. This would also ensure that there would be an improvement of the interpersonal relationship between the employees, which would enhance team productivity. Conclusion The management of the multicultural workforce is a tough affair and it requires perseverance as well as effort to ensure smooth functioning of such teams. Auckland City Hotel had several issues in managing their cross-cultural teams. There are many benefits of the multicultural workforce and these are responsible for enhancing the organizational productivity. The combined team effort of the cross-border team ensures that the organization is able to fulfill its mission. However, there are some issues concerned with the multi-culture team as well. I feel that the challenges concerned with the multicultural workforce can be solved with the help of focus on training and development, which should address the cultural diversity at the workplace. Adequate care should be taken so that the employees can contribute to improving the customer service quality of the hotel. The company should also try to address the issue of the language barriers by recruiting an interpreter or with the help of im proving the English-speaking capabilities of the employees. This would ensure that the company has sufficient opportunities for increasing the revenue generation. References Al-Esia, Z., Skok, W. (2014). Arab knowledge sharing in a multicultural workforce: a dual case study in the UAE.Arabian Journal of Business and Management Review,4(4), 1-10. Auckland City Hotel - Hobson. (2017).Achhobson.co.nz. Retrieved 15 October 2017, from https://www.achhobson.co.nz Banks, J. A. (2015).Cultural diversity and education. Routledge. Barak, M. E. M. (2016).Managing diversity: Toward a globally inclusive workplace. Sage Publications. Crane, A., Matten, D. (2016).Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Diversity Works NZ (2017). Diversity Works New Zealand. (2017).Diversity Works NZ. Retrieved 15 October 2017, from https://www.eeotrust.org.nz Heritage, B., Pollock, C., Roberts, L. (2014). Validation of the organizational culture assessment instrument.PloS one,9(3), e92879. Kim, J., Kim, P. B., Kim, J. E., Magnini, V. P. (2016). Application of construal-level theory to promotional strategies in the hotel industry.Journal of Travel Research,55(3), 340-352. Klettner, A., Clarke, T., Boersma, M. (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy.Journal of Business Ethics,122(1), 145-165. McCarthy, J. M., Van Iddekinge, C. H., Lievens, F., Kung, M. C., Sinar, E. F., Campion, M. A. (2013). Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance.Journal of Applied Psychology,98(5), 701. Motoyama, Y. (2016).Global companies, local innovations: why the engineering aspects of innovation making require co-location. Routledge. Nichols, P., Horner, B., Fyfe, K. (2015). Understanding and improving communication processes in an increasingly multicultural aged care workforce.Journal of aging studies,32, 23-31. Nzqa.govt.nz (2017).Nzqa.govt.nz. Retrieved 15 October 2017, from https://www.nzqa.govt.nz Przytu?a, S. (2017). Expatriate vs. Self-initiated Expatriate in the Multicultural Workplace of MNCs. InIntercultural Interactions in the Multicultural Workplace(pp. 227-250). Springer International Publishing. Rozkwitalska, M., Su?kowski, ?., Magala, S. (Eds.). (2016).Intercultural Interactions in the Multicultural Workplace: Traditional and Positive Organizational Scholarship. Springer. Trevino, L. K., Nelson, K. A. (2016).Managing business ethics: Straight talk about how to do it right. John Wiley Sons.

Master Harrold and the Boys free essay sample

Christy Weyer Group:24 Exercise 4:Master Harold and the boys Master Harold †¦and the Boys is a play that takes place inside the St. Georges Park Tea Room on a wet and windy Port Elizabeth afternoon in 1950. There is no customers in the restaurant the place is quiet with only the two native waiters known as Willie and Sam in the restaurant. After a while Hally also known as â€Å"Master Harold† enters the tea room arriving from school wet from the rain outside. The play continuously stays focus on the three main characters known as Sam Willie and Master Harrold, they briefly mention Hilda Samuels and Hally’s mother in the play through the play one can compare and contrast these two females from what we hear about them according to the third person, the way they are treated, spoken to and their actions towards the other characters in the play. We will write a custom essay sample on Master Harrold and the Boys or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hilda Samuels is known in the play as Willie’s dance partner. We come across the fact that she is also the mother of which she says is Willie’s child but he disagrees strongly â€Å"And how do I know is my baby? (Master Harrold and the boys 5). Hilda never comes to practice when Willie is waiting on her â€Å"Three nights now she doesn’t come practise†(Master Harrold and the boys 5)and in contrast to her Hally’s mother always shows up when her husband who is in hospital needs her †Because she’s at his bedside in hospital helping him pull through a bad turn†( Master Harrold and the boys 11). Willie abuses Hilda often he beats her when she does things wrong like not getting her steps right when they practice ballroom dancing which is very often. † You hit her too much† (Master Harrold nd the boys 6) or when she does things he does not like. Whereas Hally’s Mother she is the one who gives the orders†Be firm with him. You’re the boss†( Master Harrold and the boys 26)and she will not let anybody walk over her, but Hally stongly feels that his father has a way of over powering his mother. †Because I’m frightened you’ll give in to him†(Master Harrold and the boys 26). Willie has great respect for Hally’s mother we see that because he refers to her as madam†I ask Madam for my leave now and we practise every day†( Master Harrold nd the boys 29) but he has no respect for Hilda he calls her a bitch and a whore and ugly disrespectful names †Fuckin’ whore†( Master Harrold and the boys 5) â€Å"Hilda Samuels is a bitch! †( Master Harrold and the boys 5) Both Hilda Samuels and Hally’s mother has a child. We can see from this play from this play that Hally’s Mother is the Madam or as they prefer she is the boss, she makes the rules and gives the orders and Hilda she is a unreliable person she never sh ows up when it is expected from her and she does not stick to Willie’s side like she should. Hilda is not like Hally’s mother who has respect for her husband even though he is crippled, she rather causes problems for Willie â€Å"And now she’s also making trouble for me with the baby again. Reports me to Child Wellfed, that I’m not giving her money†( Master Harrold and the boys 5) Hally’s mother can also be described as a woman of power she owns the tea room and gives Willie and Sam their orders†she said I must clean the floors†( Master Harrold and the boys 9). Hilda can be described as poor and unstable because she relies on Willie for money to take care of their child and Harry’s mother as rich and stable we can see this because Hilda goes to the extent of giving Willie over to the welfare for not supporting his child. Hally’s mother in contrast can run her business on her own with her husband in the hospital and her son in school she takes control in her tea room. Bibliography Fugard,Athol. Master Harold And the boys,South Africa:Oxford University Press,1993

Using Essay Samples for Grade

Using Essay Samples for GradeThe formative years of an education is vital to the brain's growth, and many teachers have turned to the internet for grading essays in various subject areas. The subject of course is the subject matter and the essays are the specific essay and they are taken for one of three uses: to assess the student's ability to write an essay, to evaluate his or her intellectual maturity, and to grade an essay in relation to other essays that have already been written. We will use the latter for a moment.There are basically two ways to use essay samples on the internet, either as a resource to view the examples in order to give students a head start or as a standalone piece of writing for you to critique as you see fit. The best way to grade the online essays is as a way to take a quick glimpse into what kind of work is being done by your students. Often students will send in test answers to the class and you will need to analyze the passages and look for problems.Th e purpose of the essay samples is to give students a glimpse into the kind of research that is done, how hard the students would have to work to create their essay, and if they will make enough of an effort to be able to produce a piece of work. This can be an invaluable tool if you are grading assignments. The first thing that you want to do is go over the sample essay and analyze it to see if there are problems. Usually the source is stated in the instructions and in most cases the source of the information is the syllabus so be sure to check this out.With the help of the SAT or ACT, your students can be graded on an essay and not just by how well they read the essay and the use of the style and structure. It is best to see the sample pieces and to evaluate if the reading and writing are both appropriate and the grammatical errors are correct. Make sure that the grammar is accurate and the sentences flow well together.There are two ways to grade this type of essay, either by using the essay samples as a reference to review and revise the essay or by marking up the essay, or you can just mark up the entire paper. If the writing is obviously sloppy and the grammar errors are all over the place, then mark it up. There are also a number of strategies on how to format the essay for this grade. For example, you could use footnotes at the end of the passage and mark it up as such.The online essay is also a powerful way to look at what your students have accomplished during the semester. You can see their progress, what the grades are, and how much work they have actually put into their papers. It is also a good way to look at the types of papers and the works, the students have written because they will be more difficult to tackle and take a long time to process.The best essay samples for this assignment will be those that have been submitted by other students who already have completed their assignments and so have very little competition. These essays will includ e the same kind of things, either referencing or quoting the syllabus, but they will be more polished and many will be longer than the normal style.

Organisational Issues at Lufthansa Airlines

Organisational Issues at Lufthansa Airlines Introduction and Background With increased oil prices, airlines all over the world have found themselves in a position where reducing their operation costs seem the only viable way of remaining profitable. The situation in the industry is so bad that British entrepreneur Richard Branson, in his characteristic jest, once said that becoming a millionaire is easy if one was to start as a billionaire and venture into the airline industry.Advertising We will write a custom research paper sample on Organisational Issues at Lufthansa Airlines specifically for you for only $16.05 $11/page Learn More Branson was referring to the loss-making potential that airlines are exposed to in current operating environment different factors are seemingly conspiring to reduce the profit-making potential of airlines. Such include rising oil prices and increased pressure from competitors (most especially low-cost airlines). Deutsche Lufthansa AG (Lufthansa Airlines), like other air lines across the world has opted to cut its costs in a bid to remain profitable. Unlike some of its competitors however, Lufthansa is also facing extra challenges brought about by its workers. Represented by their labour unions, Lufthansa workers have been on and off strike action since 2008. As recently as March 2013, the airline was insistent that it would continue with its austerity plans, which seeks to cut 3,500 employees and ‘force’ its employees to take longer work days (an extra hour per week), in addition to having no pay rise within a two-year period (Redl 2013). Lufthansa’s Chief Financial Officer (CFO) Simone Menne has been quoted saying that the company is â€Å"ready for new strikes, if necessary also by the pilots† as it pursues its long-term goals of cutting costs and enhancing its profit-making (Redl 2013, para. 6). Adamant that the cost-cutting measures were necessary to protect the company’s long-term growth, Menne stated that the management would not address employees because by so doing, the company would be compromising the airline’s future for the sake of short-term harmony. But what long-term growth was Menne referring to one may ask. Well, according to Redl (2013, para.4), â€Å"Lufthansa is trying to bolster its finances so it can avoid jeopardizing a planned multibillion-euro investment in new, more fuel efficient aircraft†. The main employees’ issues that Lufthansa is grappling with include a 5.2 percent wage increase demand, enhanced job security demands, and improved trainee conditions demands (The Hindu Business Line 2013). The employees are represented by two unions, namely Ver.di, and Unabhangige Flugbegleiter Organisation (UFO). The former is a large union representing a large number of employees at Lufthansa, while the latter is a niche union representing two-third of the flight attendants in the company (Lindsey 2012).Advertising Looking for research paper on bus iness economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Statement of the problem Considering that Lufthansa Airline employees may have an inkling of the financial status of their employer, this research paper seeks to find out some of the reasons why employees still demand wage increments. Additionally, the paper seeks to find out if the management at Lufthansa has behaved in a manner that has prompted employees to feels as if the organisation does not value their input into the company. Drawing from organisational behaviour theories, the paper will also find out if the behaviours exhibited by the employees should be interpreted as an indication of their dissatisfaction with the management. The paper will also investigate some of the viable solutions that Lufthansa can use to end the labour relations stalemate. Methodology This paper uses a review of literature as the main research method. Primarily, the researcher has used academ ic articles as the basis of theory, but has also used online newspapers articles and commentaries to understand the situation in Lufthansa. The researcher used keywords such as ‘managing labour disputes’, ‘managing strikes’, ‘labour disputes and organisational behaviour’ among others when searching various databases for academic articles for use in the literature review. The writer further obtained information about Lufthansa’s strike from online sources, but had to pay particular attention to the use of credible websites such as BBC, the Telegraph among others. The methodology was intentionally meant to help the researcher find, evaluate and synthesise information that would correspond with the task of statement of the problem as described above. Literature review According to Darlington (2012), employees do not always strike because their employers fail to grant them promotions, improved wages, or improved work environments. In some ca ses, the indifferent attitude displayed by the employer is enough to make workers down their tools. In an age where disagreements are bound to occur, Darlington (2012) observes it is how the organisation deals with employees who go on strike that really matters. For starters, Darlington (2012) argues that organisations must be willing to find out what caused the strike, take measures to resolve the strike, and control the consequences of the strike. Most notably, lean organisations are becoming an everyday occurrence in the workplace, and so are changing employee expectations and loyalties. Competition on the other hand, is forcing organisation to rethink and design strategies to improve productivity. According to Darlington (2012), the aforementioned factors present challenges and opportunities, which modern organisations must confront and/or gain meaningful insights from.Advertising We will write a custom research paper sample on Organisational Issues at Lufthansa Airlines specifically for you for only $16.05 $11/page Learn More Writing specifically about the airline industry, Hirsch and Macpherson (2000) observe that though unlikely, labour strikes in the airlines industry can occur, especially if negotiations between airlines and labour unions stall. The labour unions in the airlines industry have substantial bargaining powers (Hirsch Macpherson 2000). Since it is not in the interest of labour unions and the employees they represent to bankrupt their employers, Hirsch and Macpherson (2000) observe that the airline industry (especially in the United States) has developed a compensation plan that enable unionised workers to earn more as the profits increase, and moderate pay increases when airlines are experiencing tight profit margins. For the aforementioned to happen, unions must be able to appropriate company profits, but the company must also embrace innovation in order to develop products and services that generate profits. In novation often comes from the human resource, and this means that increased profits (and the consequent improvement in wages) are a product of good management that encourages good organisational behaviour. The appropriation of company profits by unions also requires good sharing of information between the two parties. Information sharing between union and employers on the other hand requires a good working relationship between the two. According to Bryson (2001), the nature of relationships that exist between unions and employers depends on the efforts and motivation that each side applies towards creating a good working arrangement. According to Bryson (2001) persistent work stoppages through strike actions are a manifestation of the collective distrust and resentment that labour unions (and the employees they represent) have towards the employers. The main prerogative of creating a good relationship between the two parties however appear to remain with the employer; Bryson (2001, p. 91) for example observes, management can â€Å"foster a high trust relationship with employees by ensuring that unions have sufficient power to make a positive contribution to the running of the workplace†. Bryson (2001) further observes that adversarial relationships are also an indicator of the bad faith motives and questionable endgames between employers and employees (represented by labour unions). In some cases for example, disrespect of unions by employers motivate strike actions.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Bryson (2001) however indicates that unions also (sometimes) play a part in creating bad relationships with employers. An example is when union’s bargaining is informed by politicised values, without paying particular attention to the employer’s ability to meet their demands. In a different study, Bryson (2005) observe that unions can also approach bargaining with doctrinaire views with the intention of establishing or enhancing their reputations among workers. In some cases, unions might even have the intention of solidifying their ranks as negotiators by assuming hard-line positions. Considering that strike actions (and the subsequent work stoppages) have greater negative consequences on the employer, Bryson (2005) argues that they (employers) should focus more on interest-based and integrative bargaining as a way of reducing the risks of work stoppages. Specifically, Bryson (2005) observes that negotiations should ideally emphasize commonalities between workers and their employers in order to attain goals and objectives that cater for the interests of both parties. By so doing, the parties would facilitate decision-making that is based on well thought-out assessments of the situation. The decision about work stoppages usually involves both parties making specific considerations. The employees for example judge the costs versus the benefits of such a strike by considering the anticipated price in lost wages, lost goodwill and a loss of concessions that the employer may have pledged against the predicted work stoppage outcome (Gunderson 2001). If the latter is more than the former, employees would no doubt opt to go on strike. The employers on the other hand contrast costs incurred during work stoppages against expected cost of increasing wages, and if the former is greater than the latter, Gunderson (2001) observes that employers usually agree to increase the wages. Through wage increment, the management of a company facing strike threats saves the company from absorbing work stoppage-related costs. Gunderson (2001, p. 444) further notes that unionised employees are â€Å"relatively protected from layoffs, and hence have little incentive to engage in concession bargaining unless a credible threat of a plant closing is imminent†. In some cases, employees may even want to extract high wages from firms that are near bankruptcy. Gunderson (2001) argues that while the intention of employees is to bankrupt a business, the management has a prerogative to protect the interests of the investors. Gunderson (2001) further observes that work stoppages/strikes occur as a result of erroneous outcome assessments by either the employer or the employees and their representative unions. This line of thinking suggests that strikes are mistakes, which result from imperfect information about the economic flexibility of either the employer or the unions. Gunderson (2001) further argues that if union members are well informed about their employer’s ability to tolerate production losses, and if employers are well informed about the union members’ capacity to go without remuneration, strikes would not occur. Drawing information form asymmetric information theories, Tracy (1987) supports the foregoing argument by observing that strikes are sometimes motivated by the union member’s attempt to extract information about the economic condition of the organisation from the employer. In other words, the limited information leads employees to distrust their employers, making strikes the only viable way of extracting information from them. The probability of strikes increases if either parties base their perceptions, demands and/or offers on the opponent’s current position (Darlington 2012). Relying on prevailing indicators (e.g. increased short-term profits and higher costs of living), may lead employees to ask for wage increments. However, if they would consider other leading indicators such as s ecurity of contracts, the threat of business failures, and the competitive environment, perhaps employees would be more considerate when placing their wage increment and other demands. Again, Darlington (2012) indicates that conflicting expectations can be corrected through effective information sharing, which would ideally enable parties to assess the cost and benefits of strike actions from a knowledge-based angle. In a different approach from Darlington (2012), Godard (1992, p. 162) argues that â€Å"strikes should be viewed primarily as expressions of worker discontent rather than a result of imperfect or asymmetrical information†. In a different article (Godard 1998, p.3) observes that the conventional employment relation places workers at a subordinate position to their employers, because, it is generally accepted that â€Å"capital hires labour†. Authority in the workplaces is hence exercised in a manner that places the interests of the owners above those of wor kers. Consequently, workers encounter difficulties related with trust, legitimacy and fairness. Godard (1998, p.3) therefore argues that strikes are largely a manifestation of the aforementioned difficulties, and should therefore be perceived as a â€Å"primary means through which workers are able to collectively voice discontent and distrust, either with the exercise of managerial authority in general, or with management’s position on a particular issue†. Apart from the economic consequences, Godard (1998) observes that strikes can also remodel how parties perceive themselves and each other. The changes in perceptions have implications on employees’ orientations towards work, unions, and their employer. Godard (1998) however observes that strikes are a reflection of the interactions between employers and employees, and the choices they make. Both the interactions and choices are shaped by variables in convention industrial relations, which may include among oth er things, social variables (trust, job satisfaction and effective communication), economic variables (profitability vs. Employee wages), and law variables (the consistency or lack thereof of labour laws with economic models) (Godard 1998). The literature sources reviewed herein reveal that employees chose to go on strike for different reasons. Key among such reasons is distrust in their employers. Such distrust can be triggered by ineffective flow of information between the employees and their employers among other things. The emergent theme from the literature review segment is that strikes are a medium through which employees communicate their dissatisfaction and distrust towards the management. From an organisational behaviour perspective, factors such as fear, moral concerns, affective concerns, and distrust among employees, and the management’s/employer’s inability to array such factors appear to be the underlying causes of strikes. Findings The first major strik e in Lufthansa was in September 2012 involving flight attendants. The strike occasioned some estimated â‚ ¬5-10 million losses to the company (BBC News 2012). The strike did not come as a surprise to analysts, who argued that it (the strike) was the culmination of negotiations which had taken more than a year and eventually stalled. Additionally, the management had deployed temporary workers on some routes despite resistance from unions representing the permanent employees. The deployment of such workers was interpreted to mean that the organisation did not mind what the employees (and their unions) thought. More exasperation on the employee’s side was triggered by a threat by Lufthansa Chief Executive Officer (CEO) Carsten Spohr, who prior to the September 2012 flight attendants strike, had said that the company would hire temporary workers to replace anyone who went on strike. Lindsey (2012) observes that the threat by Spohr triggered even more resistance from workers wh o were daring him to make good his threat. Welt (cited by Lindsey 2012) observes that even if such a threat would have worked to discourage employees from going on strike, it would have compromised the service provision by the same employees to customers. Welt (cited by Lindsey 2012) noted that in addition to Lufthansa being a transportation provider, it is the in-flight services that attract customers (especially considering that ticket prices is no longer a point of competition); as such, grumbling workers would likely offer poor in-flight services to customers and this would have inevitably reduce the airline’s ability to attract customers. Problem Analysis From a sociological approach, there are four interrelated issues that the management at Lufthansa failed to address, and which can be said to have led to increased dissatisfaction by the employees represented by the labour union. The first was the question of hiring temporary workers. At the time, every indication from the management showed that they were being hired to take up the jobs of permanent employees who chose to go on strike. Smith et al. (1993) observes that fear is an emotional result of a perceived threat or danger. It occurs in sudden or unexpected situations where it is believed that rewards or punishment are present (Smith et al. 1993). Fear also occurs when one perceive their control or ability to cope with a situation as being low. Ideally, people respond to fear by seeking support, confronting the situation, avoiding the situation, or practising self-control. In Lufthansa’s case, it would appear that employees responded to fear by confronting the situation and seeking support from the unions. Yet, the continued disregard of conditions set up by the union (e.g. the condition requiring Lufthansa to stop further recruitment of temporarily staff) was not headed by the airline. This could thus mean that the distrust between the two parties worsened. The second issue that the m anagement at Lufthansa failed to address appears to be affective; specifically, it would appear that a significant number of employees represented by both the UFO and Ver.di unions were demoralised by the management’s decision not to increase wages within a two-year period, while increasing the work periods by an hour. While the aforementioned measures were meant to be the employees’ contribution to the airline during the hard economic times, it seems the decision to implement them was not discussed and agreed upon by a majority of the employees. As such, a significant percentage of them felt that the management decision was imposed on them. The strikes, which the Chief Personnel Officer (CPO) at Lufthansa Stefan Lauer says are occurring at a three-months frequency, can thus be interpreted to be an indication that the management have been unsuccessful in convincing employees why the austerity measures are beneficial for both the airline and its employees in the long-te rm. The third factor which Lufthansa failed to address is related the morality of the strikes. According to CPO Stefan Lauer (cited by the Associated Press 2013), the union (ver.di and UFO) that have been pushing for increased wages for their members are motivated by a desire to improve their positions in the fragmented union landscape. In other words, Lauer is arguing that the unions understand quite clearly the reasons why wage increments and other demands placed on the airline cannot be met in the short-term, but their desire to gain credence among the employees they represent is blinding them. While Lufthansa may argue about the morality or lack thereof of the strike organised by unions, it would appear that the management has been adamant in its non-recognition that employees may have genuine issues that need to be addressed. The fourth and perhaps the most important factor that Lufthansa failed to deal with is distrust. Media is awash with news about the tough times faced by a irlines. This means that Lufthansa workers had an understanding of the economic pressures that their employer was facing. The fact that some employees are still clamouring for wage increments is an indicator that perhaps they do not believe that their employer’s financial situation is dire. As indicated elsewhere in this paper, it is not the intention of the employee to bankrupt their employers; after all, most employees understand that their job security is related to continued profitability of the firm. Notably, Lufthansa has indicated that wage increments would jeopardise its future plans to invest more fuel efficient aircrafts (Redl 2013). The question therefore begs, do the employees understand that fuel efficient aircrafts would benefit them, or do they perceive the short-term austerity measures as strategies to benefit their employer in future at their short-term expense? Clearly, such is a question that would clear the air of distrust that exists between Lufthansa and its employees. Possible solutions/ discussion The first possible solution involves Lufthansa compromising its current position and agreeing to the wage increment and working conditions improvements as demanded by the unions. Such an action would correspond to Gunderson’s (2001) views that in some cases, employers cannot concede to wage concessions, and even prefer layoffs, because they have information regarding their ability to pay, that the unions and the employees may not have. Again, such an argument refers to the asymmetric information argument, which Gunderson (2001) observes is a product of the principle-agent framework. The second possible solution involves Lufthansa upholding its stance and using legal means (as it has already indicated) to resolve the dispute. In the meantime, the airline would have to brace itself for occasional disruption to operations and consequent losses whenever the unions call for a strike. As indicated by Gunderson (2001), pleading inabilit y to pay is one way that employers can refuse to meet the high wage demands, and justify layoffs. Considering how costly strikes are, it would be generally understandable that employers would meet the pay demands (and other conditions) if its finances were in good shape; However, the fact that the organisation is absorbing costs occasioned by frequently strikes could arguably mean that the firm is honest in its inability to pay. The third solution would be negotiating for a new deal, which meets the employees in the middle (i.e. agree to some wage increments (ideally the amount should be less than the 5.2% demand by the unions). Already, Lufthansa has offered a 1.2 % wage increase offer with no job guarantees, but it would appear that the Ver.di union is not content with the offer’s contents. If negotiations fail, Lufthansa can table its final offer or state its final conditions, in which case the unions would either have to take or refuse the same. The fourth solution would probably follow British Airways (BA) response to the cabin crew strike led by the Unite Union. BA had responded by removing travel concessions from its cabin crew members who had participated in the strike, and subjecting some of them to disciplinary action. Additionally, the airline used volunteer crew, borrowed some from other airlines and chartered jets (BBC News 2011). During the 7-day strike in 2011, BA reportedly operated 58 percent of its short-haul flights and 79% of its long-haul flights (BBC News 2011). Although it operated below capacity during the seven days, it managed to send a clear message that no one is indispensable. As a result, some workers chose to work during the strike and by so doing, BA succeeded (albeit to a minor degree) in weakening the support that the union enjoyed from employees. Solution and implementation Considering the tough stance taken by both Lufthansa and Ver.di, it would appear that the third solution above (i.e. negotiating) a new deal is the most viable way of resolving the dispute. Before commencing the negotiations however, it would be advisable for Lufthansa to verify whether the strike by workers is as a result of information asymmetry or just a frantic measure by the employees to communicate their discontent and distrust towards the management. Lufthansa must also look into the possibility that Ver.di (and other unions) is using the strikes to remain relevant in a fragmented labour union environment. Whatever the case, Lufthansa must be willing to improve its communication with employees in order to make them willing to support the firm in its long-term strategies. For example, the firm must be willing to explain why the freezes on wage increments were necessary during the two-year period, and must also engage employees the decision to either scrap or uphold the one-hour-per-week work extension. Additionally, the management must specifically pay attention to work councils, because as Europa (2011, p. 8) indicates, they â€Å"are the main form of employee representation at the establishment level†. Engagement with the councils would thus provide a platform from where Lufthansa can address employee concerns in a manner that improves information sharing and trust levels. Through the councils, the management can attempt to appeal to personalities, while reiterating the need to develop citizenship behaviours. According to Ilies et al. (2009), employees who feel valued by the employer are more likely to exhibit good citizenship behaviours, and are even more likely to be satisfied in their jobs even when wages increments are not forthcoming. Ilies et al. (2009) observe that agreeableness and conscientiousness is more evident in organisations with high rates of job satisfaction. Notably, however, job satisfaction is the result of careful development of a deliberate organisational culture, which in addition to enhancing satisfaction, improves other employee dimensions such as performance, comm itment, strategy implementation and cohesion (Lund 2003). Justification It is widely agreeable among scholars that there are no final or definitive solution to the challenges and problems that organisations face. However, Lund (2003) indicates that the dynamics of organisational behaviour requires managers to recognise and separate the bad ideas from the good. Additionally, Lund (2003) observes that managers need to know when to be artful and when to be scientific. In Lufthansa, it would appear that the scientific approach to handling and appealing to employees to support the firm during the tough economic times is not working. Threats do not seem to be working. As such, perhaps it is time that Lufthansa tried to be artful. Effective communication and convincing employees that their future in the company depends on the short-term austerity measures is an ideal way to start. Adopting a cooperative approach towards resolving disputes would also be a wise idea for adoption by the Lufth ansa management. Notably, Lufthansa is not lacking lessons from its past, which it can learn from. In 1999 for example, the airline signed a pay agreement with its employees, which indicated the commencement of wage increments after years of stagnation following its 1991/1992 operational crisis. The years between 1992 and 1999 were termed as â€Å"years of sacrifice† since the firm had to restructure for purposes of enhancing its profit-making potential (EuroFound 2002, p. 13). The eight-year period portrayed that successful labour relations are possible if both parties (employees and employers) understand each other, and share similar goals (at least in helping the organisation to regain its footing in the market). Of special interest to the current management at Lufthansa would probably be the combined use of labour relations, personnel policy and management strategy in the restructuring years as indicated by EuroFound (2002). The smooth relations between the management and the employees (despite heavy union presence at the time) was according to EuroFound (2002, p. 13), a product of the â€Å"traditionally co-operative, consensual and relatively peaceful labour relations at Lufthansa†. The use of the word ‘traditionally’ in the foregoing quote creates the impression that labour relations at Lufthansa have not always been confrontational as witnessed since 2008. Ideally, such information should provide the current management with thought-provoking lesson. Ideally, the management should find out when and why labour relations changed from being â€Å"cooperative, consensual and relatively peaceful† as indicated by EuroFound (2002, p.13), to the current approach where work stoppages have become a regular occurrence. Conclusion From the literature review, and the findings of this research, it is clear that both Lufthansa and employees have valid reasons to their divergent views and positions. On one hand, the management at Lufth ansa has the right to protect the investors’ interests by upholding a wage bill that is within its ability to pay. Employees on the other hand have a right to petition their employer for wage increments and improved working conditions. Both parties are aware of the tough operating environment that airlines face, but it would appear that the employees do not believe their employer’s claim about inability to pay. As indicated herein, it could also be that employees are out to bankrupt the employer, or the unions are just using the strikes to remain relevant. Whatever the case, it would appear that the relationship between Lufthansa and its employees is fraught with distrust. Notably and as indicated in the discussion section, Lufthansa has several approaches with which it can resolve the labour relations problems it is currently facing. The approach Lufthansa takes must be based on the recognition of the important role that its human resource function plays. However, it must also balance the needs and wants of its human resource with the business objectives of the company. In other words, the company needs to embrace a solution that will guarantee its sustainability. One such approach is negotiating a new deal, whose main premise will be founded on trust and transparent sharing of information. References Associated Press 2013, ‘Lufthansa cancels about 1,700 flights amid strike’, The Montana Standard. Web. BBC News 2011, ‘QA: What’s the BA dispute about?’ BBC News Business. Web. BBC News 2012, ‘Lufthansa cancels flights as crew stage second strike’, BBC News Business. Web. Bryson, A. 2001, ‘The foundation of ‘partnership’? Union effects on employee trust in management’, National Institute Economic Review, vol.176, no.1, pp. 91-104. Bryson, A. 2005, ‘Union effects on employee relations in Britain’, Human Relations, vol.58, no.9, pp. 1111-1139. Darlington, R. 2012, à ¢â‚¬ËœThe interplay of structure and agency dynamics in strike activity’, Employee Relations, vol.34, no.5, pp. 518-533. EuroFound 2002, ‘Pacts for employment and competitiveness: case studies Lufthansa AG’, European Foundation for the Improvement of Living and Working Conditions. Web. Europa 2011, Germany: industrial relations profile- facts and figures. Web. Godard, J. 1992, ‘Strikes as collective voice: a behavioural analysis of strike activity’, Industrial and labour relations review, vol.46, no. 1, pp. 161-175. Godard, J. 1998, ‘strikes and the law: a critical analysis’, Industrial Relations, vol. 53, no.2, pp. 258-277. Gunderson, M. 2001, ‘Economics of personnel and human resource management’, Human Resource Management Review, vol. 11, pp. 431-452. Hirsch, B. T. Macpherson, D. A. 2000, ‘Earnings, rents and competition in the airline labour market’, Journal of Labor economics, vol.18, no.1, pp. 125-155. Il ies, R., Spitzmuller, M., Fulmer, I. Johnson, M. 2009, ‘Personality and citizenship behaviour: the mediating role of job satisfaction’, Journal of Applied Psychology, vol. 94, no.4, pp. 945-959. Lindsey, D. 2012, ‘The world from Berlin: ‘A question of Lufthansa’s very future’’, Spiegel Online. Web. Lund, D. B. 2003, ‘Organisational culture and job satisfaction’, Journal of Business Industrial Marketing, vol. 18, no.3, pp. 219-236. Redl, N. 2013, ‘Lufthansa cancels 690 flights as workers strike’, The Wall Street Journal (US Edition). Web. Smith, C., Haynes, K., Lazarus, R. Pope, L. 1993, ‘In search of the â€Å"hot† cognitions: attributions, appraisal and their relation to emotion’, Journal of Personality and Social Psychology, vol. 65, no. 5, pp. 916-929. The Hindu Business Line 2013, We will not risk long-term growth for short-term harmony: Lufthansa finance chief. Web. Tracy, J. S. 1987 , ‘An empirical test of an asymmetric information model of strikes’, Journal of Labour Economic, vol. 2, no. 2, pp. 149-173.

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