Social Engagement Synergy of Unionized Employees with Enterprise Objectives: An Emerging Paradigm in Industrial Relations

Abstract

The paper attempts to explore and test the relationship between the unionized employees’ social behavior at workplace during the changes being brought upon by the variants of enterprise agenda and union agenda within an enterprise. It also attempts to study the impact of establishing a midterm vision on industrial relations management within the economic context through enabled social engagement practices during its win-win long-term agreements for a decade timespan, ensuring the sustainable achievement of enterprise objectives. The primary data point is the enterprises’ objectives, unionized employees’ engagement, social cohesion patterns and the changes made in the long-term agreements/settlements with different unions. The secondary information includes the GDP database and the issues being faced by such comparative organizations. The research explores key industrial relations init iatives which substantiate the hypothesis in different organizations, and the empirical results obtained provide a strong support for the hypothesis that the involvement of employee social factors in an enterprise and its channelization towards enterprise agenda and corporate strategy reduce the risk of financial underperformance and enhance industrial relations’ work climate.