Case of Gender Equality

(Blanden and Machin , 2003 , pp . 126-127 Unions are therefore rendered less essential as job security is indeed very high and payments highly sustainable

b ) Rewarding compensation and motivation management

To concur with Gill (2009 ,

. 90 ) conclusion , poor rewarding systems formed the basis of unions in the mid-twentieth century . At this time most production were privately owned , but most importantly , they lacked effective competition to trigger better compensation and motivation of their workers . Human resources managements ' greatest roles are indeed to assess performance , initiate the needed improvement efforts and most

importantly reward the best performers . In his theory of human needs Robert Maslow argued that when employees are guaranteed the needed capacity for progression towards self actualization , other systems are easily foregone (Gill , 2009 ,

. 48 . Unlike the trade unions that provided only raising the salaries , human resources create a roadmap for sustainability a factor that Brewster (2004 ,

. 371 ) indicate directly disrupts their consideration for unionization

c ) Employee 's development and modelling

When refereeing to the current replacement of trade unions roles with human resources management , one cannot fail to focus on the modelling and development roles . Though trade unions train their members on different aspects of their relationship with their seniors and the employers , greater credit as Josy and Fernando (2002 ,

. 189 , suggests is given to human resources managements . As indicated earlier , trade unions lack the necessary specificity on their members who are highly diverse . Due to their smaller nature of operation , human resources have proved to be more effective in that employees are continuously modelled with close supervision with an aim of improving their place in an organization . Jose and Fernando (2002 , pp . 188-190 ) add that modelling sets a clear role model and a definite roadmap to follow in addressing their concerns and issues

d ) Negotiating...