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Bargaining Strategy in Major League Baseball
1) The significant expansions of labor-management started in the 1960s and were characterized by continuous misunderstandings between the proprietors and the payers. These disputes brought about several hard bargaining treaties, work stoppages, and lockouts. The first and second elementary agreement was one that to a large extent improved the minimum salary of all the players. The agreement was also a foundation for a protocol that players would follow when they need to communicate their complaints.
It can be said that these agreements were a response method that was utilized by U.S owners who had the desire to evade the competitive pressure that was being brought forth by the Mexican League which was offering better salaries. In 1953, the Major League Baseball Players Association was created to act as the negotiating body. This body served as the player’s primary bargaining body.
2) Free agency can be described as the freedom or right of a player to provide their services to the premier bidder or team of their choice. As a result of the end of the reserve clause and the rise of the free agency, the new labor environment became stormier since free agency shook the economic related to the game to its core. Since there was no salary cap that existed, large market teams were put in a position to sign better players because of their capacity to offer better salaries.
Bargaining Strategy in Major League Baseball
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3) Luxury tax can be termed as a measure put in place where a team going beyond a particular payroll threshold would have to pay cash to MLB and where those moneys would be redistributed between other teams. The implementation of the luxury cap is one that was termed a kind of flexible salary cap which would greatly puncture the income of players.
4) The Sherman Anti-Trust Act can be termed as the initial Federal Act that disallowed monopolistic business practices. It can also be said to be the first measure that was approved by the United States Congress to do away with trusts. The Sherman Anti-Trust Act was in the MLB was aimed at preventing the restraining of the movement of labor from one team to another and would also significantly reduce the acts by owners to illegally restrain trade.
5) The primary “weapon that the Major League Baseball Players Association possesses in contract negotiations is the fact that they represent the players. Deprived of players, most people would not have a job. During 2006 when contract talks were about to commence, the MLBPA knew that they could not be as steady on demands as they were in the past mainly because they did not want to participate in forthcoming labor strikes.
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6) It would be appropriate that Donald Fehr should be pacifying towards the owners in light of either tough or conciliatory negotiating standpoints by the owners. One of the reasons that Fehr should adopt this strategy is to prevent “strikes by millionaires” which would have a dent in the public image of the union. Through lessons learned from the “prisoner’s dilemma,” one can come up with a strategy that two parties can work together despite their rational differences.
7) There are several issues that the union should view as “top priority.” The first issue is that of making sure that the salary levels of the players should be fair. In this case, there is need to increase the minimum salary which was set at $327,000. The second issue is that there is need to ensure that when it comes to sharing of revenues, it should benefit not only owners but also players. The third issue worth fighting for is making sure that owners of teams improve their contributions towards the pension funds of players.
References
Romport, D., (n.d). Bargaining Strategy in Major League Baseball, 1(1), 1-10
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Low Wages and Salaries
Assessment 1: Report Overview For this assessment, write a 1000 word report on the issues below: Low Wages and Salaries
Your report should be structured as follows:
1. Introduction (200 words): Define the issue and use Australian research and statistics to explain how common it is, and the likely impacts of this violence (for instance, mental or physical health impacts, number of hospitalisations, and other indications of impact).
2. Theoretical section (800 words): Select TWO theories from the following list, and apply them to the issue: Liberal feminism, Marxist/socialist feminism, radical feminism, critical masculinities theory. You need to pick the most appropriate theory to help you explain the issue. Think carefully about the theories you select.
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Write 400 words on EACH theory, in which you briefly define the theory, and then describe how that particular theory would explain the issue you have selected. For instance, if you select Marxist/socialist feminism for the issue of sexual assault, then your 400 word paragraph needs to explain what Marxist/socialist feminism is, and present a Marxist/socialist feminist explanation for sexual assault.
Your bibliography should contain no fewer than EIGHT academic sources. Any media sources are additional to this.
Marking Criteria
1. Accurate and clear presentation
2. Further research and comprehensive understanding (AT LEAST 8 ACADEMIC SOURCES)
3. Logical and clear structure
4. Quality of written expression
5. Correctly formatted citations and bibliography.
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Low Paid Jobs: Positive or Negative?
Is the outsourcing of low paid jobs to the developing countries a strictly positive development for workers in that country?
Introduction
In the business industry, outsourcing of jobs is the contracting out of some business processes which belongs to an organization to other firms in the same business field. The term outsourcing comes from the early American way of referring to it as ‘outside resourcing.’ Outsourcing sometimes relates to the transfer of jobs and other assets to other firms, but this is however in rare cases.
In the government, outsourcing may apply to the handing over of public services to private organizations for profit organizations. Outsourcing of jobs may be domestic or international. Sometimes, a business may decide to shift all its services from one nation to another due to their strategic or personal reasons. This process is known as offshoring. The main objective and main advantage of offshoring are that the financial savings from that results due to the lower international labor rates are used to the advantage and motivation of offshoring (GLEWWE, 2014).
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Thesis statement
The outsourcing to the developing countries the low-paying jobs is strictly advantageous to the development and a clear way forward for the employees in those particular countries. Is it, however, true that the step is positive towards change or not?
Reasons for outsourcing of low-paid jobs
There are several reasons why the outsourcing of low-paid employees to the developing countries is important. One of the most important reason the low paid jobs should be outsourced to the developing countries is that there is plenty of cheap labor in those states. The high rates of unemployment in those countries when accompanied by the low levels of illiteracy, leads to the availability of cheap labor (BEST, 2011).
Also, another important reason for the outsourcing of the low paid jobs to the developing countries is that businesses will have the ability and the feasibility of concentrating on the other main sectors of the economy that are crucial business processes. It will lead to expertise and specialization within the major business processes. When the output is quality when the low-paid jobs are outsourced, it should be considered an important factor (DIDNER, 2015).
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Benefits
The outsourcing to the developing countries is positive and hence, come in handy with several benefits. One of the most significant benefits of the outsourcing is the cost advantage. When outsourced, jobs can be done faster and that are of quality and cheaper. Outsourcing also saves on the expense of infrastructure since once the jobs are outsourced to developing countries, all the processes will be catered for by the organizations in those countries.
The cost of technology in the production is also lowered since the outsourced jobs will take care of themselves. It helps reduce the job expense in the already developed countries since the same quality or even a higher quality can be provided at cheaper prices in the developing countries (GLEWWE, 2014).
When outsourced, business products are realized to be efficient, sometimes even more than when produced at the original place. Outsourcing brings about expertise in the production of goods and services. Specialization in a certain field brings in the years of experience in working, thus bringing in the skills and thus delivering quality goods and services.
Access to skilled resources is also another significant advantage since the developing countries have new skilled labor that will provide energy to the industries. It will hence cut off the costs of training and recruit expertise (BEST, 2011).
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Advantages
On the positive side, the outsourcing of the low paid jobs to the developing countries is of an advantage, both in the developing, the developed countries, and the workers in those countries. To the developing countries, there will be more chances of job employment and hence light at the end of the tunnel of unemployment. It will bring income to the developing world and hence reducing the unemployment rate and poverty. More products and services will have also been brought closer to the developing countries and hence no much spending on the importation of goods and services (DIDNER, 2015).
On the other hand, the developed countries will have numerous advantages when the low-paying jobs are shifted to the developing countries. When the low-paying jobs, are shifted, they enable the countries to deal with the most crucial employment and businesses that need more attention rather than the supporting or the secondary ones. Thus, outsourcing allows the developed countries to strengthen their core businesses and processes (BEST, 2011).
When the low-paying jobs are outsourced to the developing countries, a country can be able to streamline one’s business and hence a sense of business direction to the nation. It also makes an organization more flexible to change, and therefore, a significant advantage.
The process also reduces the congestion and neglecting of the jobs in the developed countries and hence more space for development in the job sector. Sharing up of business risks is also a major advantage in the outsourcing of employments. One may not be in a position to withstand all the risks incurred in business and thus getting rid of the low-paying jobs is a significant stake (NAYYAR, 2013).
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Why the low-paying job outsourcing is a negative approach
On the other hand, the outsourcing may be a gamble to a developed nation. It is because of the many disadvantages of the outsourcing process. One main problem of the job outsourcing is the leaking and exposure of the confidential data belonging to a country or a nation. Since the secrets of a nation are the secrets of a country, outsourcing may be a dangerous gamble to the secrets of that particular organization. Also, although outsourcing proves to cut costs, the same process of outsourcing may be expensive since it involves two countries and hence higher costs (DIDNER, 2015).
The management of jobs in a different country may be difficult, due to various reasons such as the various government policies and the business policies of those different countries. Also, the employees in an individual developing country may lack interest in the job required for them to carry out. It may be a critical issue for the host nation and hence a significant disadvantage to the developed countries (NAYYAR, 2013).
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Conclusion
Upon conclusion, the outsourcing of the low paying jobs to the developed countries is a positive step in both the developed country providing the employment and the developing countries being provided with the job benefit as a whole. However, there are also disadvantages in the low-paying job outsourcing since the developing countries may lack interest in the jobs, or other inconveniences incurred during the process. Every country has to find the right partner developing the country to deal with to foster an affirmative positive action.
BRAGG, S. M. (2013). Outsourcing a guide to– selecting the correct business unit– negotiating the contract– maintaining control of the process. Hoboken, N.J., John Wiley. http://www.books24x7.com/marc.asp?bookid=13990.
SPARROW, E. (20013). Successful IT outsourcing: from choosing a provider to managing the project. London [u.a.], Springer.
BAFFOE-BONNIE, J., & KHAYUM, M. (20013). Contemporary economic issues in developing countries. Westport, Conn, Praeger.
PULIZZI, J. (2014). Epic content marketing: how to tell a different story, break through the clutter, and win more customers by marketing less.
BEST, G. A. (2011). 42 rules for outsourcing your call center best practices for outsourcing call center planning, operations and management. Cupertino, CA, Super Star Press. http://www.books24x7.com/marc.asp?bookid=45349.
NAYYAR, D. (2013). Catch up: developing countries in the world economy.
DIDNER, P. (2015). Global content marketing how to create great content, reach more customers, and build a worldwide marketing strategy that works. New York, McGraw-Hill Education. http://www.books24x7.com/marc.asp?bookid=72496.
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Outsourcing of Low Paid Jobs
Is the outsourcing of low paid jobs to the developing countries a strictly positive development for workers in that country?
Introduction
In the business industry, outsourcing of jobs is the contracting out of some business processes which belongs to an organization to other firms in the same business field. The term outsourcing comes from the early American way of referring to it as ‘outside resourcing.’ Outsourcing sometimes relates to the transfer of jobs and other assets to other firms, but this is however in rare cases.
In the government, outsourcing may apply to the handing over of public services to private organizations for profit organizations. Outsourcing of jobs may be domestic or international. Sometimes, a business may decide to shift all its services from one nation to another due to their strategic or personal reasons. This process is known as offshoring. The main objective and main advantage of offshoring are that the financial savings from that results due to the lower international labor rates are used to the advantage and motivation of offshoring (GLEWWE, 2014).
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Thesis statement
The outsourcing to the developing countries the low-paying jobs is strictly advantageous to the development and a clear way forward for the employees in those particular countries. Is it, however, true that the step is positive towards change or not?
Reasons for outsourcing of low-paid jobs
There are several reasons why the outsourcing of low-paid employees to the developing countries is important. One of the most important reason the low paid jobs should be outsourced to the developing countries is that there is plenty of cheap labor in those states. The high rates of unemployment in those countries when accompanied by the low levels of illiteracy, leads to the availability of cheap labor (BEST, 2011).
Also, another important reason for the outsourcing of the low paid jobs to the developing countries is that businesses will have the ability and the feasibility of concentrating on the other main sectors of the economy that are crucial business processes. It will lead to expertise and specialization within the major business processes. When the output is quality when the low-paid jobs are outsourced, it should be considered an important factor (DIDNER, 2015).
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Benefits
The outsourcing to the developing countries is positive and hence, come in handy with several benefits. One of the most significant benefits of the outsourcing is the cost advantage. When outsourced, jobs can be done faster and that are of quality and cheaper. Outsourcing also saves on the expense of infrastructure since once the jobs are outsourced to developing countries, all the processes will be catered for by the organizations in those countries.
The cost of technology in the production is also lowered since the outsourced jobs will take care of themselves. It helps reduce the job expense in the already developed countries since the same quality or even a higher quality can be provided at cheaper prices in the developing countries (GLEWWE, 2014).
When outsourced, business products are realized to be efficient, sometimes even more than when produced at the original place. Outsourcing brings about expertise in the production of goods and services. Specialization in a certain field brings in the years of experience in working, thus bringing in the skills and thus delivering quality goods and services.
Access to skilled resources is also another significant advantage since the developing countries have new skilled labor that will provide energy to the industries. It will hence cut off the costs of training and recruit expertise (BEST, 2011).
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Advantages
On the positive side, the outsourcing of the low paid jobs to the developing countries is of an advantage, both in the developing, the developed countries, and the workers in those countries. To the developing countries, there will be more chances of job employment and hence light at the end of the tunnel of unemployment. It will bring income to the developing world and hence reducing the unemployment rate and poverty. More products and services will have also been brought closer to the developing countries and hence no much spending on the importation of goods and services (DIDNER, 2015).
On the other hand, the developed countries will have numerous advantages when the low-paying jobs are shifted to the developing countries. When the low-paying jobs, are shifted, they enable the countries to deal with the most crucial employment and businesses that need more attention rather than the supporting or the secondary ones. Thus, outsourcing allows the developed countries to strengthen their core businesses and processes (BEST, 2011).
When the low-paying jobs are outsourced to the developing countries, a country can be able to streamline one’s business and hence a sense of business direction to the nation. It also makes an organization more flexible to change, and therefore, a significant advantage.
The process also reduces the congestion and neglecting of the jobs in the developed countries and hence more space for development in the job sector. Sharing up of business risks is also a major advantage in the outsourcing of employments. One may not be in a position to withstand all the risks incurred in business and thus getting rid of the low-paying jobs is a significant stake (NAYYAR, 2013).
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Why the low-paying job outsourcing is a negative approach
On the other hand, the outsourcing may be a gamble to a developed nation. It is because of the many disadvantages of the outsourcing process. One main problem of the job outsourcing is the leaking and exposure of the confidential data belonging to a country or a nation. Since the secrets of a nation are the secrets of a country, outsourcing may be a dangerous gamble to the secrets of that particular organization. Also, although outsourcing proves to cut costs, the same process of outsourcing may be expensive since it involves two countries and hence higher costs (DIDNER, 2015).
The management of jobs in a different country may be difficult, due to various reasons such as the various government policies and the business policies of those different countries. Also, the employees in an individual developing country may lack interest in the job required for them to carry out. It may be a critical issue for the host nation and hence a significant disadvantage to the developed countries (NAYYAR, 2013).
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Conclusion
Upon conclusion, the outsourcing of the low paying jobs to the developed countries is a positive step in both the developed country providing the employment and the developing countries being provided with the job benefit as a whole. However, there are also disadvantages in the low-paying job outsourcing since the developing countries may lack interest in the jobs, or other inconveniences incurred during the process. Every country has to find the right partner developing the country to deal with to foster an affirmative positive action.
BRAGG, S. M. (2013). Outsourcing a guide to– selecting the correct business unit– negotiating the contract– maintaining control of the process. Hoboken, N.J., John Wiley. http://www.books24x7.com/marc.asp?bookid=13990.
SPARROW, E. (20013). Successful IT outsourcing: from choosing a provider to managing the project. London [u.a.], Springer.
BAFFOE-BONNIE, J., & KHAYUM, M. (20013). Contemporary economic issues in developing countries. Westport, Conn, Praeger.
PULIZZI, J. (2014). Epic content marketing: how to tell a different story, break through the clutter, and win more customers by marketing less.
BEST, G. A. (2011). 42 rules for outsourcing your call center best practices for outsourcing call center planning, operations and management. Cupertino, CA, Super Star Press. http://www.books24x7.com/marc.asp?bookid=45349.
NAYYAR, D. (2013). Catch up: developing countries in the world economy.
DIDNER, P. (2015). Global content marketing how to create great content, reach more customers, and build a worldwide marketing strategy that works. New York, McGraw-Hill Education. http://www.books24x7.com/marc.asp?bookid=72496.
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The globe is very competitive with an increase in the level of skills that individuals have gained. Different organizations want to remain competitive when benchmarked with competing organizations so that they win as much business as possible. The corporate culture that an organization adopts is one of the factors that contribute to an organization being competitive when compared to other industry players. The human resources policies that an organization adopts also contribute to its effectiveness and competitiveness in the market. The utilization of remote working is one of the human resources policies that an organization might adopt in promoting productivity and competitiveness in the job market. This dissertation conducted research on how organizations can employ a corporate culture for remote employees. The corporate culture that is adopted by an organization contributes to the portrayal of an image that affects its ability to attract and retain clients and business partners. Therefore, organizations have numerous benefits to derive from incorporating a culture for their remote working employees.
Acknowledgements
I would like to thank my supervisor for the immeasurable support given to me throughout the completion of my dissertation. Also, to my family members who are all very understanding and supportive in my studies. Without them, I could have a hard time. They are my inspiration and my source of energy.
Introduction
The global “workplace,” has resulted in a convergence of cultures that are diverse and integrate individuals from diverse backgrounds. However, even with diverse backgrounds, individuals should be able to integrate into teams so that there is a successful achievement of the organization’s objectives.
According to Guiso, Sapienza and Zingales (2015), the leaders of corporate organizations have the responsibility of maintaining governance and a required corporate culture so as to achieve their objectives and profitability. The employees are the representatives of an organization in their daily work and actions outside the organization. The image that the employees portray should be a reflection of the values and objectives of the organization.
Clients and other stakeholders should feel that the employees of the organization are committed to achieving the set goals and intended image that they would inspire them to work with the company. Before an organization establishes a corporate culture, it should ensure that its leaders are ethical and believe in the values of the organization (Giles, 2015: 43).
Leaders that believe in the objectives and mission of the company can easily pass those values to employees. In addition to being motivated to remain ethical in their leadership practices, the senior managers and executives should possess integrity as one of their characters. When the leaders’ possess integrity, employees are likely to be motivated to follow their guidance and vision (Dwivedi, Kaushik and Luxmi, 2014: 82). Leaders with integrity are also likely to earn the required respect of the employees in the organization.
Importance of Corporate Culture
Organizations also have unique personalities that separate them from their competitors and other firms; which were also mentioned in Sun’s (2009) study. Collectively, organization culture interweaves an individual to the organization but distinguishes them separately from the other. For instance, the parameters of procedures, policies, hierarchies, leadership styles, habits and shared values of the employees and stakeholders distinctively from the corporate culture of an organization (Utito, 2004:9).
Underpinning the role of corporate culture, according to Flamholtz and Randle (2012), it acts as a unique strategic asset on the accomplishment of business models. Subsequently, sales levels, financial performance, and planning should be deliberately planned, cultivated, and nurtured to ensure the success of the firm. The corporate culture acts as a factor in attracting clients and business partners for an organization; by which the culture shows that the “outside world” values are more important for the organization Utito (2004:9).
According to Scarlett & Koslow (2009: 32), corporate culture cannot be monetized, but it contributes to the profitability or lack of it, to a company. Therefore, the corporate culture of an organization should be monitored regularly, and changed to fit the dynamics of the industry and technology. Corporate cultures have an impact on the employees that companies attract and retain, as well as the commodities, or services offered, and revenue earned.
Companies that take pride in, and promote their corporate cultures are attractive to their current and potential employees. The clients of such organizations also want to associate with the organizations because they want to find out more information on what makes the organizations tick and pursue their objectives and mission in delivering commodities or services to their clients.
Migration of people has the benefit of spreading several levels of workforce around the world. Both skilled and semi-skilled workforce is desirable in many parts of the world and may help in distributing some essential work practises that are missing in several parts of the world (Kaplan 2017). Immigration helps in replenishing labour needs in some countries that are experiencing low workforce due to the ageing population or low increase in the population that creates a gap in labour needs (Kochan&Finegold 2012).
The competitive nature of global marketplace requires companies to have highly skilled workforce in order to compete favourably. Some organizations are then forced to offer attractive packages to these workers to move them from their countries of origin, mainly developing countries.
The migration of people has got many effects on both the home country and the destination country of the labourers. The influx of many labourers into a country may affect the minimum wage as employers will have a large pool of employees to choose from (Siddiqui 2012). The impact on home countries may include brain drain or low skilled workforce, causing slow economic growth due to inadequate expert workforce to accomplish essential jobs (Siddiqui 2012).
There is a multifaceted effect of immigration in terms of its contribution to the workforce. The effect may be positive or negative depending on where the migrants come from or go to and the type of labourers. This study seeks to find whether migrant workers can bring new practises and work performance standards to a country and whether they can be an asset to that country.
Sources of Migrants
There are several social, economic, political and environmental factors that may contribute to the migration of individuals. People have been migrating for many centuries from one region to another, and in doing so distributing their culture and practises around the world. There are several reasons why people migrate which may be poverty, political turmoil or socio-economic reasons.
Poverty or poor economy
Poverty is arguably the highest cause of migration in the 21st century due to the huge imbalance between the poor and the rich. There is a great disparity between developed and developing countries, with the five richest countries in the world being 100 times richer than the ten poorest countries in the world (One America 2017).
The quest to run away from poverty and struggles that cloud those living in developing countries is very high. Additionally, skilled workers from developed countries in professions such as engineering, medicine, nursing and finance may want to move to countries where they can earn better wages, improve their skills, increase their knowledge, and experience better working conditions (Dayton-Johnson 2009).
The developed countries are often faced with massive corruption, nepotism, tribalism, unequal distribution of resources and embezzlement of public funds by public officials (Fokkema& De Haas 2015). Unemployed people in these countries may therefore migrate either to urban centres, or to developed countries where there is high wages and good working environments.
For example, in Haiti the average per capita income is around $400 per year, while in the United States an unskilled labourer can easily make that in a week (One America 2017). This forces many to seek out employment in these countries, which also helps them remit money to their families back at home and help them fight poverty. Poverty makes hundreds of Africans brave the dangers of drowning in the Mediterranean Sea, when they board smuggling boats using their hard-earned money to Europe.
In 2015, more than 1600 people drowned in the Mediterranean Sea when their boats capsized as they were being smuggled into Europe from Tunisia, Morocco and Algeria (Saunders 2015). The quest to run away from poverty makes people risk everything for good life abroad.
Political instability and armed conflict
In March 2017, the president of the United States Donald Trump banned the citizens of Somalia, Sudan, Libya, Yemen, Syria and Iran from accessing the United States (Whitehouse.gov 2017). These countries constitute the countries with very unstable political environments, as wars and civil wars are continuing in these countries due to various reasons.
The failed Arab Revolution in Syria left the country in political turmoil as the government is battling militias and terrorists from taking control of the country (Gharib 2017). The same is happening in Somalia and Yemen. These countries generate the largest number of refugees as they escape from their war torn countries towards safer environments such as the United States and Europe.
Out of the 16.5 million refugees present in the world by 2017, 30% come from Syria (Gharib 2017). The bulk of these refugees come from the five mentioned countries, and are mainly hosted in South Sudan, Lebanon, Jordan, Turkey, Uganda, Kenya, Sweden and Chad among other countries (Garib 2017). Among these hundreds of refugees are skilled labourers such as teachers, doctors, nurses, drivers, and government officers such as clerks, accountants and administrators. These refugees will most likely seek for employment in their new countries and will help in the economy of their destination countries.
Socio-economic factors
Apart from poverty and political turmoil, there are many other factors that influence the migration of people to other areas. Saunders (2015) found out that the Mediterranean migration crisis does not only come from poverty or political strife in Africa, but rather from high demand for labourers in Europe. He found that most of those who risked their lives to go to Europe were educated, ambitious, middle class and very far from being peasants.
These individuals would pay up to $2000 for a trip to Europe, showing that they could at least afford the large amount of money for a successful life abroad. Saunders (2015) also found that the illegal migrants from Africa were connected to individuals in Europe working in the same profession, and are not running away from something but rather following a certain opportunity in Europe.
Most people who migrate to successful economies do so to advance their social status, by getting jobs with good earnings, and some to seek for specific opportunities in business and investment opportunities (Awumbila, Owusu&Teye 2014). The oil business in the United Arab Emirates, Qatar and Saudi Arabia has attracted a large number of expatriates into the region. The prospects of employment with better salaries, good lifestyle and better working conditions are the main reasons many expatriates from other countries go to the Middle East (Shaheen 2009).
The ageing Baby Boomers population in the United States and most European countries is creating a massive gap in employment as the group is retiring at an alarming rate and in great numbers (Kochan&Finegold 2012). This creates a wide gap in employment as there is need for skilled labourers in these countries to fill the employment gap.
Additionally, supplementary staff are needed mainly in the health and hospitality sectors to cater for the needs of this population, as their weakening bodies come with more needs (Bartha et al. 2015). The retirement of the Baby Boomers leaves many companies with the need to recruit workers to fill the gaps in middle skill jobs such as high skill manufacturing, nursing, computer technology, and accounting (Kochan&Finegold 2012).
Some people migrate to other countries hoping to improve their education or other statuses in life. For example, Legrain (2007) reports that some of the people living in London were in transition into better jobs, but had to spend some years learning English before venturing into better jobs in the UK, or other English speaking countries like the United States.
Most of the immigrants were from Asia, South America or Africa. Legrain (2007) also shows that many immigrants in the United States and UK end up upgrading themselves and getting into lucrative careers such as accounting, professors in universities, hotel managers and administrative assistants among others. Therefore, migrant workers help their countries of destination in several other ways too despite the setbacks many face.
Importance Migrant Workers
Migrant workers serve as a ‘reserve army or labourers’ waiting to bridge any employment gap in seasonal peaks of production (Hardy 2009). In the United Kingdom and the whole European Union, many companies require seasonal job needs in various sectors such as agriculture, hospitality and service industries, attracting workers from Africa and Asia (Hardy 2009). According to Saunders (2015), the Mediterranean migration is usually seasonal because of the different job demands in European countries.
In 2008 for example, there was an increased Europe to Africa migration because of the economic recession that many European countries were going through. The migration erupted again in 2011 and 2014/2015 because of stable economic times in the European markets. Most of the people crossing were learned and professionals seeking to establish their lives in Europe.
Effects on Work Practises and Standards
Migrant workers do not just fill the job deficiency gaps in their destination countries, but provide a quick way of providing professional and high skill workforce required by the destination countries (Foema& Haas 2015). After the great recession of 2008, many employers in the United States struggled to find individuals to fill gaps in the middle skills jobs as the large number of retiring Baby Boomers were creating huge employment demands in the job market and immigration reduced during this period (Kochan&Finegolf 2012).
The discovery of oil in the United Arab Emirates in the 1960s created a high demand for workers to fill several sectors of the economy such as finance, accounting, hospitality, engineering and media among others (Soto &Haouas 2012). The UAE is the richest country in the world in terms of oil, accounting for 7% and 4% of the world’s reserve of oil and gas respectively as by 2011 (Soto &Haouas 2012). The local population of the Emiratis consist of less than 20% of the total population, which could not provide enough individuals to fill the high skill jobs required in the job sector.
The expatriate population in the UAE come from many countries, mostly from Asia and especially India (De Bel-Air 2015). The good salaries and better lifestyle in UAE attracts talented and highly skilled individuals from different countries in the world to fill job positions in the oil sectors and related industries. The thriving UAE economy has a lot to do with the high number of expatriate population that cover 95% of private sector jobs and 40% of public sector jobs (De Bel-Air 2015). The input of the migrant workers has put UAE to be one of the most vibrant economies in the world.
Migrants have the ability to change the economies of certain countries to be outstanding in certain areas. The Software Industry of India is one example, where diaspora Indians in the American software companies travelled back home to form software companies in their country (Dayton-Johnson 2009).
Today, India’s software industry is the leading in Asia, and constantly collaborated with other companies in the USA to provide better services. Migrant workers have enabled the UAE to have a vibrant industrial sector, while the exquisite human resource practises in Qatar is mainly attributed to expatriates who run most of the country’s companies including multinationals (Koji 2011).
Bridging local skill gaps
One characteristics associated with migrant workers is that their approach to work is always different from that of the local population. Koji (2011) notes that many citizens of UAE, Qatar and Saudi Arabia work in the public sector because they detest the working conditions in the private sector. The United Arab Emirates promoted the development of the non-oil sector in the 1980s to reduce the country’s reliance on the oil industry (Koji 2011).
Therefore, expatriates form 99% of the population in non-oil sector mainly manufacturing, construction, transport and low-skilled jobs as they are able to endure extreme working conditions. The need to make money and change their social conditions at home makes these individuals to brave all conditions to be able to succeed (Koji 2011).
Carvalho (2015) notes that expatriate population helps in the economic development of a country as they contribute to the essentials of economic growth such as population, productivity and participation. Most migrants are usually of prime working age and are ambitious, hardworking and skilled in one sector or another. As noted by Carvalho (2015), most Australian migrants are below 40 years old and above 20 years old.
They therefore form the best country’s asset in bridging labour needs, by filling gaps in the population. By using them, the country can advance economically as they provide additional labour in the deficiencies created by the local population.
Another characteristics associated with migrant workers is that they are very hardworking. As opposed to the local population which may be choosy, they are able to adapt to the local working conditions and can endure very harsh working conditions in their host countries (Poulney 2015).
The position of Qatar to hold the FIFA World Cup in 2022 has attracted a hoard of expatiates mostly from Asian countries to work in the construction industry, as the country tries to beat the deadline of constructing world-class stadiums for the event (Poulteney 2015). Though there are instances of human rights violations, the working population in these projects is highly migrants as locals keep off the deplorable working conditions of the huge projects.
Imai et al. (2011) notes that many migrant workers have a tendency to remit money back home to their families as they work abroad. This money is meant to uplift the living conditions of those left behind. These remittances helps in improving the credit rating of these countries and providing foreign currency that can be used to inhibit investor panic (Imai et al. 2011). The remittances helps migrant workers to invest in physical assets in their home countries and improving the health and education of the local population.
Challenges Faced By Migrant Workers
Migrant workers face a myriad of challenges in their journeys to uplift their living standards. They often face very difficult conditions of work and have few rights at their jobs (Siddiqui 2012). Poulteney (2015) notes that migrant workers in Qatar work for almost 16 hours, and their visas are often confiscated by their employers until they finish their contracts. These practises are however changing as the government seeks to impose tough penalties to employers confiscating their employees’ travelling documents (Tuxford 2016). Workers in Middle East though endure long working hours and often suffer from cardiac arrest and heat strokes.
Some countries such as Saudi Arabia and Qatar deny migrant workers citizenship and are forced to leave the country immediately their contract ends, or when they are unable to get another job (Koji 2011). Some employers in some countries may also exploit migrant workers by offering them very low wages as compared to the locals. They may also deny them training, job related perks or health insurance coverage benefits.
Conclusion
Migrant workers can be a great asset to a country. They may bring a lot of experience and good work practises that can aid greatly the economy of a country. They often migrate because of poverty, political instability or to improve their social status. This makes them better workers as they are hardworking and visionary, though this comes with challenges.
References
Awumbila, M., Owusu, G. and Teye, J.K., 2014. Can rural-urban migration into slums reduce poverty? Evidence from Ghana. Migrating Out of Poverty Working Paper, 13, pp.1-41.
Bartha, A., Fedyuk, O. and Zentai, V., 2015. Low-skilled Migration: Immigrant Workers in European Domestic Care.
Dayton-Johnson, J., GTZ, A.P., GTZ, K.S. and Schwinn, J., 2009. Migration and employment. Unclassified DCD/DAC (2009) 16/ADD, p.93.
De Bel-Air, F., 2015. Demography, migration, and the labour market in the UAE.
Fokkema, T. and Haas, H., 2015. Pre‐and Post‐Migration Determinants of Socio‐Cultural Integration of African Immigrants in Italy and Spain.International Migration, 53(6), pp.3-26.
Imai, K.S., Gaiha, R., Ali, A. and Kaicker, N., 2014. Remittances, growth and poverty: New evidence from Asian countries. Journal of Policy Modeling,36(3), pp.524-538.
Kaplan, G. and Schulhofer‐Wohl, S., 2017. Understanding the Long‐Run Decline in Interstate Migration. International Economic Review, 58(1), pp.57-94.
Kochan, T., Finegold, D. and Osterman, P., 2012. Who can fix the “middle-skills” gap. Harvard Business Review, 90(12), pp.81-90.
Koji, H., 2011. Controversies over labour naturalization policy and its dilemmas: 40 years of Emiratisation in the United Arab Emirates. Kyoto Bulletin of Islamic Area Studies, 4(1-2).
Legrain, P., 2014. Immigrants: Your country needs them. Princeton University Press.
Rabe, B. and Taylor, M.P., 2012. Differences in opportunities? Wage, employment and house‐price effects on migration. Oxford Bulletin of Economics and Statistics, 74(6), pp.831-855.
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Criminal Justice Workforce
Define Management, organization, and leadership
Management explains all activities involve in establishing an organizational strategy alongside the coordination of worker efforts to achieve its goals by using the available technological, human, natural, and financial resources. An organization describes a group of individuals having a specific objective. According to Basran et al. (2019), leadership is the act of motivating people towards accomplishing a common purpose. In the business environment, leadership is giving directions to employees and colleagues with the required strategy to meet company goals.
Criminal Justice Workforce
Roles of Manager and Leader in Criminal Justice Workforce
A manager executes duties including organizing, planning, directing, controlling, and staffing. These functions are necessary for the effective operation of a criminal justice workforce and achieving their goals. Planning is an essential step for establishing goals and strategies for the coordination of tasks. The organizing function determines the tasks to be completed, the method of execution, grouping the tasks, and areas where decisions are made.
Directing functioning is about giving directives and motivation of subordinates to achieve their objectives. In the criminal justice system, the leader sets the vision. When the team members understand the goals and vision of the criminal justice system, they are focused and understand the way their duties help to accomplish success. A leader also delegates tasks and ensures that everyone is on the same page. A leader is responsible for ensuring that all workers work towards ensuring that people receive justice and fairness.
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Criminal Justice Workforce
Need for Learning Organizations in Criminal Justice Workforce and Agencies
A learning organization has a learning culture that is vital for all criminal justice agencies. A learning culture explains where the organizational systems, practices, and values encourage and support both the organization and individual to increase competence, performance levels, and knowledge. In turn, it ensures the criminal organizations have continuous improvement and support the accomplishment of the agencies’ objectives, innovativeness, and ability to address changes.
A learning organization in the criminal justice system challenges workers to change their status quo, think critically, and ensure that the steam is not always stuck in its thinking approaches (Basran et al. 2019). Instead, it advocates for the creation of capacity and adaptability that is necessary for change. The criminal justice system is evolving, and new cases come up every day.
Technology has changed the landscape, and the way decisions are made. This explains why a learning organization must be in place. More specifically, a learning organization increases efficiency, productivity, and profit while also reducing employee turnover rates because it increases their satisfaction levels.
Criminal Justice Workforce
Different Generations in today’s changing criminal justice workforce and organization
A generation explains people who are born in a particular era and are defined by their age limitations. In the United States, there are four main generations in the workforce. These are the baby boomers, veterans, millennials, and the Generation X. in the modern-day criminal justice organizations, and each generation has its distinct trait, behavioral patterns, values, personalities, attitudes, and beliefs towards work.
The veterans are very loyal to their vocation, are highly dedicated, conformist, and security-conscious (Skibba, 2018). They have a strong dedication to teamwork and collaboration. Baby boomers work effectively and are optimistic, loyal to their employers, results-oriented, and self-reliant. They exert much effort into their personal life and work. When it comes to their leadership styles, they must be directed by their managers and follow a given chain of command.
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However, they hate changes in their companies and are not technologically updated. Independent needs often drive Generation X, and they dissent leaders. They are loyal to their employers and have strong technical prowess. They are also tech-savvy and very interested in their technologies and knowledge at work.
Generation Y is ready to work hard but are also collaborative and non-conformist (Vargas, 2016). They are always happy to be involved with a team, resilient to changes and can multi-task. Besides, they are also tech-savvy and still keep up with the modern trend, which is suitable for the criminal justice system.
What aspects of leadership and management would be successful with the different generations of the Criminal Justice Workforce?
Millennials are the workforce’s largest demographic, and their needs are driven by the desire to have fulfillment and purpose. Leaders must define all the roles that are assigned to the millennials based on their mission. The leaders must look at an individual holistically. Their concerns and needs outside work influence their work performances. Millennials also require employers to handle issues that impact their families, such as maternity and paternity leave and medical insurance (Hunt & Fitzgerald, 2018).
Baby boomers need servant leaders. This is because they are goal-oriented, loyal, and resistant to change. A servant leader will recognize all these aspects and understand the best way to cultivate and turn them into people who embrace change. Generation X and veterans require transformative leaders. These groups need leaders who can influence them about the need to adapt to the changing market trends, which they will follow without complaining. A transformative leader is not imposing. The age of the veterans needs a leader who understands the workers and not imposing himself on them.
