Tanggungjawab kesatuan sekerja 

- Mewujudkan saluran perhubungan di antara majikan dan pekerja.

- Menjaga kebajikan dan faedah anggota-anggota 

- Mewakili anggota kesatuan sekerja dalam pertikaian perusahaan 

- Mengadakan aktiviti yang dapat meningkatkan pengetahuian dan kemahiran anggota

- Menyimpan, mengemaskini dan mengelenggara daftar anggota

- Mengadakan mesyuarat jawatankuasa secara berkala mengikut peraturan-peraturan kesatuan sekerja

- Menguruskan kewangan dan menyelanggara akaun kesatuan sekerja mengikut undang-undang

- Memastikan kesatuan sekerja bergerak mengikut kehendak undang-undang dan peraturan-peraturan yang berkaitan.

 trade union

Trade Union

Trade Union

Trade Union

 trade union

 Trade Union 

Laporan SosioEkonomi Sabah 2019

 Mengandungi maklumat berkaitan bilangan penduduk, bilangan tenaga buruh dan bilangan pekerjaan

Sumber: IDS 

https://ids.org.my/main/wp-content/uploads/2021/01/Labour-Force.jpg

Tenaga Buruh
Tenaga buruh di Sabah meningkat dengan purata pertumbuhan tahunan 3.5 peratus antara tahun 2010 hingga 2019. Sejumlah 2,025.7 ribu orang tenaga buruh direkodkan pada tahun 2019 berbanding 1,937.6 ribu orang pada tahun 2018. 

Dalam tempoh yang sama, bilangan penduduk bekerja turut meningkat kepada
1,908.6 ribu orang pada tahun 2019 daripada 1,825.5 ribu orang pada tahun 2018.

Sumber: Laporan Sosiekonomi 2019

Undang-undang pekerjaan : Sejarah Perburuhan Di Malaysia

 Kesatuan Sekerja di Sabah Port Sdn.Bhd

Berikut merupakan hasil pelajar Hubungan Industri semester 2- 2017/2018

Youtube Channel : click here

Identity of Organizational Conflict Framework:

Findings

The results of study showed that there is no significant difference between the causes of organizational conflict based on the gender. Also, there are significant differences among the causes of organizational conflict based on the variables of age, education and work experience.

Finally, we can conclude that conflict was an inevitable process in the organization and must manage, and each person may be involved with conflict in the workplace, according to conditions of gender, age, culture, occupation, etc. Therefore, according to the results of the study, managers recommended to decrease conflicts with emphasis on the main targets among the various levels based on incompatible goals.

Reference: click here

Digital Technology to Support the Trade Union Movement

 Trade union

New digital technologies have a potential to bypass traditional forms of labour organization. We summarize the academic and trade union literature on the potential of new digital technologies for trade unions. Building on the literature of the social construction of technology and democracy at work we present the concept of the technology-supported construction of the social sphere. A review of digital technologies allows us to identify the potential innovator role of trade unions and work councils in digital forms of employee participation. Digital technologies are an important way to attract younger generations of trade union members. For experienced members, bridging the digital divide becomes a vital issue, too. Finally, we highlight the active interplay and mutually reinforcing effect of online and offline communication in networking.

Reference: Klaus Schoemann. 2018. Digital Technology to Support the Trade Union Movement.  Open Journal of Social Sciences, 6, 67-82. https://doi.org/10.4236/jss.2018.61005 

full text

Globalisation, collective action and counter‐coordination: The use of the new information communication technology by the Malaysian labour movement

 Communication Technology 

This article aims to explore the use of new information communication technology by the Malaysian labour movement. New information communication technologies are undoubtedly globalising, but these same technologies can also be used by labour to retrieve and re‐achieve a more equitable balance between labour and capital. The low transaction costs of the new information communication technology, and the universal reach of these same technologies, provide the labour movement with a critical new tool for organising and bargaining. Malaysia provides us with a useful example of this new context.

Reference: click here

 TRADE UNION

Organizational Conflicts: Causes, Effects and Remedie

Collective Action 

This paper examines the causes, effects and remedies of organizational conflict. What are the things that lead to conflicts in organizations? The study found out that like other terms, conflict generates considerable ambivalence and leaves many scholars and administrators quite uncertain about (1) its meaning and relevance; and (2) how best to cope with it. Conflicts are inevitable in human life. It is also inevitable in organizations or even between nations. Conflict is an inseparable aspect of people’s as well as organizations’ life. The study also discovered that conflicts occur in organizations as a result of competition for supremacy, leadership style, scarcity of common resources, etc. If a conflict is not well and timely managed, it can lead to low productivity or service delivery. The study also discovered that conflict can sometimes produce positive result, if well managed. Thus, not all conflict situations are bad. Efforts should always be made to ensure that the causes of conflicts are addressed as soon as they are noticed. The paper concludes that early recognition and paying attention to the conflicting parties and negotiation between parties involved in the conflict should be adopted in resolving conflicts while force or intimidation should never be used to resolve conflicting parties. Force and intimidation can only be counter productive.

Reference: Bernard Oladosu Omisore and Ashimi Rashidat Abiodun. (2014). Organizational Conflicts: Causes, Effects and Remedies. International Journal of Academic Research in Economics and Management Sciences. Nov 2014, Vol. 3, No. 6 ISSN: 2226-3624

Do Trade Unions Have a Future? The Case of Denmark

 TRADE UNION 

 (ABSTRACT)

This article analyses union membership among members of the Danish Trade Union Congress (LO). In contrast to most studies about union futures, it takes a subjective membership perspective by drawing empirically on an original database established by the authors. First, we show that there exists a widespread commitment to the union parallel with a very strong connection to the firm. The values of members are highly individualized, favouring non-material needs and interests and strongly supporting the public welfare system.

Secondly, solidarity has changed; it has certainly not disappeared, but, in line with the trends of decentralization of the negotiation system, it has become more oriented towards the narrow relations in the workplace and at the local society level. The thesis of everyday solidarity seems to be confirmed.

The relatively strong membership commitment is offset by abundant criticism of the union leaders who, in the eyes of the members, are primarily running an apparatus more than they are providing activities in which the members can involve themselves and take part democratically.

The final judgement is that the unions in Denmark have a future if they articulate and negotiate the interests of their members. This future seems highly conditional upon sensitive listening on the part of the leaders. In creating a fundament for formulating policies, they must hear what members think and want and they must use democratic decision-making procedures congruent with the integrity of their members. Contingent on these measures, unions probably have a good opportunity to survive and develop in a post-industrial society dominated by rules and norms of 'service capitalism'.

Employee Institutions- Trade Union

 Read about this in book and journal during period 1990s. Found this explanations:

"Informal employee workgroups can operate without complex institutional arrangements and supports. However, if local employee groups link up across workplace and organise on a wider scale, then more formal organization or institutions are needed.

all industrialized societies develop formal institutions for the representations of employee at work, but the form that these take varies greatly. Most call themselves trade union but, as we shall see below, there is often no clear distinction between employee institutions labelled unions and those labelled staff or professional associations."

(Gospel & Palmer, 1983, British Industrial Relations. London: Routledge)- second edition 1993)