Monday, July 29, 2019
Mr Makoloyis Personal Profile and View Assignment
Mr Makoloyis Personal Profile and View - Assignment Example Mr Makoloyi says that the problems emanate from the fact that BA had persisted that the crew accept four-year pay pact. This was to see a freeze in actual pay up to 2014, something to which the crew has countered by giving the company a three-year pay cut pact. Although BA management has already rejected this. In addition, the company refused to commit to making longer the legitimacy of the industrial action ballot to let union staff members to be balloted on any suggestion from BA. Consequently, as Modlock (2010) observed, it resulted in another strike, third to be precise, ballot in five months following the rejection of BAÃ¢â¬â¢s proposal by cabin crew. Moreover, BAÃ¢â¬â¢s unwillingness to address UniteÃ¢â¬â¢s concerns about the impact on existing crew gave that the airline is pushing forward with its new fleet plans and especially on how the routes will be allocated among already functioning and the latest crew in the ages to come. Mr Makoloyi also observed that heightened tensions at the BA is caused by the manner in which the management relates with the employees and the stringent rules it has put forth to curb employee misbehavior like excessive drinking, and this has lowed the motivation of employees. Equally threatening an issue, related to pensions. Mr. Makoloyi explains that the announcement by the company in 2003 that it would close its ultimate remuneration scheme to all recently employed workers due to a major shortfall in the pensionÃ¢â¬â¢s fund led to BALPA, a trade union that stands for BA pilots, threatened industrial action if the final remuneration scheme was reduced to a less generous package. The threat was approximated to have cost the company roughly eighty million pounds while the union projected that the adjustment would make a number of their members to lose 36% of their final pension. BALPA has roughly 2500 members (Modlick 2010).Mr. Makoloyi said that between 2005 and 2006, BA held mo re than 500 briefings with staff pertaining the same issue. All these negotiations with four unions yielded little given that each of these unions had their own unique issue of concern.