Since the industrial revolution, organizations and employees have engaged themselves in labor struggles, but, the premise is largely similar as it has always been, that is, the highest company’s highest cost and workers always look forward to be rewarded for their efforts. However, the communication and collective bargaining strategies within this struggle of workers have changed enormously over the years, in particular on the business leader’s part. It was believed that contemporary labor communication helps most of the organizations to stay union free while improving the relationship between employees and management and the overall work environment.
But these days, corporate leaders in Sweden have recognized that the measures taken to remain union free are counterproductive for the success of an organization. This recognition, along with the passage of 1935’s national Labor Relations Act, drastically changed the approach of organizations emphasizing on remaining union free.
Following the National Labor Relations Act’s enactment, organizations turned themselves towards labor laws, management theories and industrial-organizational psychology. Consultants possessing training in management theories and industrial-organizational psychology, began to help industrial leaders to understand the complex nature of relationships between people in an organization. Additionally, the number of labor laws enhanced and became highly complex making firms to seek help from legal attorneys to understand their legal rights in the union campaigns.
The final result
As the employers became more bolstered to talk against unionization and corporate landscape kept on evolving in Sweden, they also understood the requisite of communication flow within the organization for achieving bargaining strength. This recognition ignited a major spark resulting in departure from the earlier isolated bargaining structure which alienated management and employees to one that made information available to everybody in the organization by decentralizing the information. This shift paved the way for implementation of union avoidance strategies in organizations. With the astonishing help of union avoidance resources, companies started improving the employee-management relationships by providing accurate and apt information pertaining to organization of unions and their potential impacts on the organizations, their employees and community. By 1990s, union-avoidance developed itself into a robust industry and they have finally come to the present day union structure. But not all unions are actually good. Fortunately there are online financial portals in Sweden where you can compare different unions and finally to choose the bästa fackförbunden for your requirements.
But, with the passage of time, today companies give importance to the key communication tools including multimedia and online tools as well. These tools emphasize on providing vital information pertaining to union organizing subsuming their rights in an union organizing drive. Today organizations believe that key to remain union free is open, honest and effective communication between employees and management.