Overt and Covert Manifestations of Employee Dissatisfaction and the Management of the Different Types of Employee Action

Overt and Covert manifestations of employee dissatisfaction and the management of the different types of employee action

Dissatisfaction at work can lead to a number of different overt and covert manifestations. These manifestations all come at a cost, and can have a number of consequences within the workplace if they remain unsolved (Bray & Waring, 2011). According to Thomas (1992) conflict is unavoidable and inevitable. Some forms of conflict are open whereby it can be settled through awards of agreements or procedures put forward by the Industrial commission. Other forms of conflict however can be much more difficult to identify, and resolve (Leung & Chiu, 1993). Additionally through research there are a number of approaches and ways of managing ER issues within the workplace. This essay will explore the number of strategies and approaches managers can use in attempt to address and minimize the occurrence of the different forms industrial related action.

First of all there are many forms of industrial conflict that can occur within a workplace; all of which can occur either overtly or covertly (Leung & Chiu, 1993). According Bray & Waring (2011), overt forms of industrial conflict are those that are carried out in a manner to gain maximum awareness about a given issue within the workplace. These forms are normally direct, highly visible and normally organized by unions in attempt to get a particular message across. This can include such forms of strikes, pickets, bans, work to rule and Boycotts (Bray & Waring, 2011). Covert forms however are carried out in a manner that is normally masked, disguised, and undirected to cause disruption (Bray & Waring, 2011). This form can occur on an individual or collective basis and are furthermore usually undertaken by employees in attempt to support a particular cause. Examples of covert actions include absenteeism, sabotage, labor turnover, slow performance and indifference (Bray & Waring, 2011).

According to the Australian Bureau of statistics (ABS) (2009) industrial disputes including strikes have declined significantly over the past 20 years. This is primarily due to a shift in institutional, legislative and economic factors that influence industrial relations in Australia. There has been a shift away from matters associated with wages, hours and leave entitlements as more emphasis and industrial action is being placed on matters relating to dismissals, promotion and safety issues. As strikes are becoming less prevalent, they are still the most prevalent form of overt industrial action in Australia while there is increased concern placed on managerial policy, and physical working conditions.  First of all Strikes are defined as  ‘a work stoppage caused by the mass refusal of employees to work’ (ABS,2009). Strikes are highly visible, short in duration, and usually concentrated in a small range of industry sectors. According to Bray and Waring (2011) strikes are primarily aimed at pressuring governments and other power holders including employers to change policies and compel to the terms and conditions of employment. Pickets on the other hand are a form of protest that involves people congregating outside a workplace to create negative publicity and discourage other workers from entering.  This is mainly carried out to put pressure on the party to meet specific demands or to cease operations (Bray & Waring, 2011).  

A Work Ban according Bray and Waring (2011) , is another form of Industrial action employees may wish to undertake. Work bans Involve employees refusing to carry out the roles; responsibilities management and other parties require them to do (Bray & Waring, 2011). This type of overt action can be seen as attractive as employees still receive their wages attending work while it can be collectively organized by a group of employees (Bray & Waring, 2011). In addition to this work to rule and boycotts are other examples of other overt forms of action taken by employees as well as unions. Work to rule normally occurs when employees decide to perform only what it states in awards and agreements while Boycotts is a form of refraining from using, buying or dealing with a person, or organization with an aim of expressing protest (Bray & Waring, 2011).

According to Bray and Waring (2011) overt forms of industrial action including strikes and pickets can have various costs and consequences on a number of parties within the organization. Strikes can inhibit the number of hours worked, and reduce overall productivity of employees. This can have a direct influence on reducing the profitability of the organization. Overt forms of action can also harm the goodwill of the organization whereby market connection can be lost This can deteriorate the reputation of the organization and make it difficult for the organization to remain competitive (Bray & Waring, 2011). Strikes and pickets can also have an impact on the employees though the loss of wages, fringe benefits, and job security and hence this can resemble higher turnover rates. This can be a major burden for not only organizations and employers, but employees as well (Bray & Waring, 2011).

There may be a number of strategies managers can implement to prevent, address and reduce the impact of overt forms of industrial action if they arise. However it must be noted that the approach used by the manager should vary depending on the given circumstance of industrial conflict (Robin, 2002) First of all compromising is a technique used by managers that involves all parties in a dispute to work together in an attempt to find a useful and practical solution, and furthermore reach middle ground, and mutual acceptance. According to Robin (2002) compromising is essential in handling problems, including employee related stress, and additionally prevents further escalation of conflict. This can assist in maintaining employee productivity and preventing the deterioration of morale when strikes and pickets occur (Robin, 2002). Another approach that can be used by managers is the collaboration approach (Thomas, 1992). This approach aims at addressing the needs of both parties involved to ensure mutual satisfaction with a solution. This method according to Thomas (1992) can be used as a strategy to reinforce mutual trust and respect. This can in turn play is part in reducing stress, increasing the employer-employee relationship, and building a foundation for future collaborations. This method however requires commitment from all parties to look for a mutually accepted solution. This can be a timely and complex process where various amounts of effort is required for creating a win-win solution (Thomas, 2002).