Human Resource Management Exam 3

Labor relations

The process of dealing with employees who are represented by a union

Labor union

A legally constituted group of individuals working together to achieve shared, job-related goals, including higher pay and shorter working hours

Collective Bargaining

The process by which managers and union leaders negotiate acceptable terms and conditions of employment for those workers represented by the unions

Wagner Act

Granted power to labor unions on a footing more equal with managers in terms of the rights of employees

To self-organization, to form, join, or assist labor organizations, to bargain collectively through freely chosen representatives.

To engage in concerted activities, for the purpose of collective bargaining or other mutual aid or protection.

Unfair Labor Practices (ULPs)

Outlawed employer practices that deny employees their rights and benefits:

Interfering with the formation of a union

Discrimination against union members

Arbitrary discharge of union members

Refusal to bargain with the union

Misrepresenting the facts about union or its officers

Threatening employees who support unionization

Promise benefits or rewards for employees who oppose union activity

Interrogate workers

Taft-Hartley Act

Balances rights and duties of labor and management in collective bargaining by defining unfair union practices.

Restraint or coercion of employees in the exercise of their rights

Restrain or coercion of employers in the selection of the parties to bargain in their behalf

Persuasion of employers to discriminate against any of their employees

Refusal to bargain collectively with employer

Charge of excessive initiation fees and dues

Unions are prohibited from:

As a result of their economic needs(wages and benefits)

Dissatisfaction with managerial practices

To fulfill social and status needs

Unionism is viewed as a way to achieve results they cannot achieve acting individually

To comply with union-shop provisions of the labor agreement in effect where they work

Why Employees Unionize:

Control of Labor Costs

Wages and benefits are higher in union organizations compared to similar nonunion organizations

Challenges to Management Prerogatives

Unions can have a significant effect on management decisions about employees

Loss of Supervisory Authority

Unionization restricts the freedom of management to formulate HR policy unilaterally and can challenge the authority of supervisors

Bargaining Unit

It refers to the specifically defined group of employees who are eligible for representation by the union

Wages

Hours

Benefits

Mandatory Issues for negotiation:

Health benefits for retired workers

Child care arrangement

Permissive Issues for negotiation:

Strike

When union members refuse to work to pressure management in negotiations

Boycott

Occurs when union members agree not to buy the products of a targeted employer

Job security

Restriction of job movement

Fighting against wage cuts

Trends in Labor Unions:

Employee Relations

The activity that involves establishing and maintaining the positive employee–employer relationships that contribute to satisfactory productivity, motivation, morale, and discipline, and to maintaining a positive, productive, and cohesive work environment.

Managing employee relations is usually assigned to HR and is an important part of HR's role.

Procedural justice

Refers to justice in the allocation of rewards or discipline, in terms of the procedures being evenhanded and fair

Distributive justice

Refers to a system for distributing rewards and discipline in which the actual results or outcomes are evenhanded and fair.)

Verbal bullying

Name-calling, teasing

Social bullying

Spreading rumors, leaving people out on purpose, breaking up friendships

Physical bullying

Hitting, punching, shoving

Cyberbullying

Using the Internet, mobile phones, or other digital technologies to harm other

Bullying

Imbalance of power

Intent to cause harm

Repetition

Ethics

“the principles of conduct governing an individual or a group”.

Not theoretical.

“Bad apples”

(people who are inclined to make unethical choices), must deal with

“Bad cases”

(ethical situations that are ripe for unethical choices), while working in

“Bad barrels”

(company environments that foster or condone unethical choices), … then people tend to act unethically

Reduce job-related pressures

Make it clear what’s okay and not okay

Model the behavior (“walk the talk”)

Reinforce the desired behavior, not the undesirable behavior

Take it seriously

Hire right

Use ethics training

Use rewards and discipline

Institute employee privacy policies

Most employees probably view invasions of their privacy by their employers as unethical

How Any Manager Can Create More Ethical Environments:

Employment at will

Legal doctrine that specifies that employment may be terminated by either the employer or employee for any reason

Unwritten contract that is created when an employee agrees to work for an employer but no agreement exists as to how long the parties expect the employment to last

Approximately 2 of every 3 U.S. workers depend almost entirely on continued goodwill of employer

encourage employees to behave sensibly at work

The purpose of discipline is _________________ (where sensible means adhering to rules and regulations).

Positive employee relations

Legal concerns

Hot Stove Rule

Burns immediately

Provides warning

Gives consistent punishment

Burns impersonally

Problem - All situations are not the same (lack of flexibility)

Rules and regulations

Progressive penalties

The severity of the penalty usually depends on the offense and the number of times it has occurred.

Appeal process

The Three Pillars of Fair Discipline:

Make sure the evidence supports the charge of employee wrongdoing.

Adequately warn the employee of the disciplinary consequences of his or her alleged misconduct.

Have the employee sign a form.

The rule that allegedly was violated should be “reasonably related to the efficient and safe operation of the particular work environment.”

Objectively investigate the matter.

The investigation should produce substantial evidence of misconduct.

Apply applicable rules, orders, or penalties without discrimination

Make sure to protect the employees’ due process rights.

Maintain the employee’s right to counsel.

Keep dignity in place.

Listen to what the person has to say.

Burden of proof (employer).

Get the facts.

Don’t act while angry

How to Discipline an Employee:

Alternative Dispute Resolution

Procedure where employee and company agree problems will be addressed by agreed upon means ahead of time

Includes arbitration and mediation,

Uses range from racial, gender, and age discrimination to unfair firings

Progressive Disciplinary Action

Ensure that the minimum penalty appropriate to the offense is imposed

Involves answering a series of questions about severity of the offense

A daily walk-through of your workplace

Supervisor’s role in accident prevention:

Safety

Protecting employees from injuries caused by work-related accidents

Health

Employees' freedom from physical or emotional illness

Occupational Safety and Health Act

Congress passed ________________________ “to assure so far as possible every working man and woman in the nation safe and healthful working conditions and to preserve our human resources.

Safe and healthy working conditions

Record keeping

Occupational illnesses

Occupational injuries

Operates under the “general” standard clause that each employer: “… shall furnish to each of his [or her] employees' employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his [or her] employees.”

Employers with 11 or more employees must maintain records of and report most occupational injuries and occupational illnesses.

To set and enforce the safety and health standards for almost all workers in the U.S

All occupational illnesses

On-the-job accident results in the death of an employee

What the Employer Must Report:

Priorities include, from highest to lowest:

imminent dangers

catastrophes and fatal accidents

employee complaints

high-hazard industries inspections

and follow-up inspections or its equivalent.

Inspections and Citations

$5,000;$150,000

OSHA can impose and calculate penalties based on the gravity of the violation . These generally range from ____________up to _____ for willful or repeat serious violations