This article proposes a conceptual model of labor union social responsibility that includes three primary objectives: economic equity, workplace democracy, and social justice. Economic equity refers to gaining equitable wages and benefits for members. Workplace democracy centers on ensuring social standing and democratic processes in the workplace, such as due process. Social justice focuses on pursuing justice in the broader societal context through political participation and advocacy. The article argues that labor unions have a social responsibility derived from their role in society and the expectations and obligations that come with that role.
This document summarizes a research study that explores how civil society in Sri Lanka engages with businesses when businesses cause social issues. The study employs the Deliberative Democracy Theory to understand the role of civil society, but this theory does not fully explain civil society's failure to engage with businesses. The study uses qualitative methods like interviews and documents to understand how civil society perceives businesses and the conditions around their engagement. The findings indicate that civil society generally sees their relationship with businesses as transactional and only engages in the public sphere when social issues provoke emotions. Businesses also tend to see their relationship with society as transactional rather than considering human dignity. The study contributes to understanding these dynamics and implications for corporate social responsibility and social
This document summarizes a research paper that examines how Mark Moore's theory of public value can provide an ethical framework to guide businesses taking on political roles beyond corporate social responsibility. The paper discusses how businesses are increasingly engaging in activities traditionally viewed as government activities, like providing public services. It argues public value theory can help businesses make decisions about these new political roles by considering public goods, virtue ethics, and civic virtue. The theory aims to address normative ambiguities around businesses extending into the political realm and provide guidance for individuals within these organizations.
Corporate social respobsibility:Is it positive or negative, Contradictory vie...Ali jili'ow
This paper emphasizes weather corporate social responsibility is positive or negative,the paper presents concepts, history and definition of social responsibility, finally the paper discusses different arguments that supports or challenges this concept.
LDR 6135 Student Research Paper Corporate Social ResponsibilityArdavan Shahroodi
This document provides an overview of corporate social responsibility (CSR) including definitions, theories, and arguments for and against CSR. It discusses how there is no universally agreed upon definition of CSR and presents definitions from various sources. It also summarizes different theoretical approaches that categorize theories of CSR as well as arguments made by prominent thinkers like Milton Friedman that the sole responsibility of businesses is to maximize profits for shareholders. The document provides a concise yet comprehensive introduction to the topic of CSR.
Corporate social responsibility (CSR) refers to activities that demonstrate a business's commitment to operating in an economically, socially, and environmentally sustainable manner. CSR involves businesses self-regulating their operations to ensure compliance with ethical and social standards. CSR policies aim to have a positive impact on stakeholders such as employees, customers, communities, and the environment. Critics argue that CSR contradicts the purpose of business to maximize profits, while proponents assert that CSR can improve long-term profitability by reducing risks and strengthening brand reputation.
This document summarizes a research study that explores how civil society in Sri Lanka engages with businesses when businesses cause social issues. The study employs the Deliberative Democracy Theory to understand the role of civil society, but this theory does not fully explain civil society's failure to engage with businesses. The study uses qualitative methods like interviews and documents to understand how civil society perceives businesses and the conditions around their engagement. The findings indicate that civil society generally sees their relationship with businesses as transactional and only engages in the public sphere when social issues provoke emotions. Businesses also tend to see their relationship with society as transactional rather than considering human dignity. The study contributes to understanding these dynamics and implications for corporate social responsibility and social
This document summarizes a research paper that examines how Mark Moore's theory of public value can provide an ethical framework to guide businesses taking on political roles beyond corporate social responsibility. The paper discusses how businesses are increasingly engaging in activities traditionally viewed as government activities, like providing public services. It argues public value theory can help businesses make decisions about these new political roles by considering public goods, virtue ethics, and civic virtue. The theory aims to address normative ambiguities around businesses extending into the political realm and provide guidance for individuals within these organizations.
Corporate social respobsibility:Is it positive or negative, Contradictory vie...Ali jili'ow
This paper emphasizes weather corporate social responsibility is positive or negative,the paper presents concepts, history and definition of social responsibility, finally the paper discusses different arguments that supports or challenges this concept.
LDR 6135 Student Research Paper Corporate Social ResponsibilityArdavan Shahroodi
This document provides an overview of corporate social responsibility (CSR) including definitions, theories, and arguments for and against CSR. It discusses how there is no universally agreed upon definition of CSR and presents definitions from various sources. It also summarizes different theoretical approaches that categorize theories of CSR as well as arguments made by prominent thinkers like Milton Friedman that the sole responsibility of businesses is to maximize profits for shareholders. The document provides a concise yet comprehensive introduction to the topic of CSR.
Corporate social responsibility (CSR) refers to activities that demonstrate a business's commitment to operating in an economically, socially, and environmentally sustainable manner. CSR involves businesses self-regulating their operations to ensure compliance with ethical and social standards. CSR policies aim to have a positive impact on stakeholders such as employees, customers, communities, and the environment. Critics argue that CSR contradicts the purpose of business to maximize profits, while proponents assert that CSR can improve long-term profitability by reducing risks and strengthening brand reputation.
This article introduces a conceptual framework for understanding corporate social responsibility (CSR) that emphasizes the role of marketing. It discusses past conceptualizations of CSR that view it as a social obligation, stakeholder obligation, ethics-driven, or as managerial processes. The framework proposed in the article depicts CSR initiatives as actions taken to conform with organizational and stakeholder norms. It also discusses the managerial processes needed to monitor, meet, and exceed stakeholder norms. Finally, the framework explains how CSR initiatives can generate increased stakeholder support.
A Stakeholder Approach to CorporateSocial Responsibility .docxannetnash8266
A Stakeholder Approach to Corporate
Social Responsibility: A Fresh Perspective
into Theory and Practice Dima Jamali
ABSTRACT. Stakeholder theory has gained currency in
the business and society literature in recent years in
light of its practicality from the perspective of managers
and scholars. In accounting for the recent ascendancy
of stakeholder theory, this article presents an overview
of two traditional conceptualizations of corporate
social responsibility (CSR) (Carroll: 1979, ‘A Three-
Dimensional Conceptual Model of Corporate Perfor-
mance’, The Academy of Management Review 4(4), 497–505
and Wood: 1991, ‘Corporate Social Performance
Revisited’, The Academy of Management Review 16(4),
691–717), highlighting their predominant inclination
toward providing static taxonomic CSR descriptions.
The article then makes the case for a stakeholder approach
to CSR, reviewing its rationale and outlining how it
has been integrated into recent empirical studies. In light
of this review, the article adopts a stakeholder framework
– the Ethical Performance Scorecard (EPS) proposed by
Spiller (2000, ‘Ethical Business and Investment: A Model
For Business and Society’, Journal of Business Ethics 27,
149–160) – to examine the CSR approach of a sample
of Lebanese and Syrian firms with an interest in
CSR and test relevant hypotheses derived from the
CSR/stakeholder literature. The findings are analyzed
and implications drawn regarding the usefulness of a
stakeholder approach to CSR.
KEY WORDS: corporate social responsibility (CSR),
stakeholder theory, Lebanese and Syrian context
Introduction
The topic of the social responsibilities of business has
been a subject of intense controversy and interest
over the past three decades. In part, this debate is an
outgrowth of the proliferation of different concep-
tualizations of corporate social responsibility (CSR).
The term CSR has indeed been defined in various
ways from the narrow economic perspective of
increasing shareholder wealth (Friedman, 1962), to
economic, legal, ethical and discretionary strands of
responsibility (Carroll, 1979) to good corporate
citizenship (Hemphill, 2004). These variations
stem in part from differing fundamental assumptions
about what CSR entails, varying from concep-
tions of minimal legal and economic obligations
and accountability to stockholders to broader
responsibilities to the wider social system in which a
corporation is embedded.
Resulting from these divergent fundamental
assumptions is a lingering skepticism in the field of
business and society, inviting Frankental (2001) to
argue for example that ‘‘CSR is a vague and
intangible term which can mean anything to any-
body, and therefore is effectively without meaning.’’
The confederation of British industry has similarly
argued that ‘‘CSR is highly subjective and therefore
does not allow for a universally applicable
definition.’’ Social responsibility has been variously
.
This document discusses corporate social responsibility (CSR) conceptualizations and argues for a stakeholder approach. It summarizes two traditional CSR models by Carroll (1979) and Wood (1991) that provide taxonomic descriptions but lack practical guidance. It then makes the case for a stakeholder approach to CSR, noting it recognizes businesses manage relationships with stakeholders rather than society at large. The document adopts the Ethical Performance Scorecard framework to examine CSR approaches of Lebanese and Syrian firms and draw implications about the usefulness of a stakeholder perspective.
Beyond mimicry: a critique of “Social Responsibility” in cooperativesInformaEuropa
This document discusses the principle of "Concern for Community" in cooperatives and critiques the concept of "Social Responsibility" as practiced by companies. It begins by providing context on the origins of cooperatives and the Rochdale Pioneers. It then defines the principle of "Concern for Community" according to the International Co-operative Alliance and discusses how it differs from the concept of "Social Responsibility" pursued by companies, which focuses more on reputation and shareholders. The document uses the "Theory of Gift" to argue that "Concern for Community" embodies cooperative values of intervening in social affairs, whereas "Social Responsibility" is often more about marketing.
Corporate citizenship and socialresponsibility policies in tAlleneMcclendon878
This document provides a case study on corporate citizenship and social responsibility policies in the United States. It analyzes relevant regulatory guidelines and frameworks that foster corporate citizenship behaviors in areas like human rights, the environment, and social issues. The case study evaluates policies from the US federal government, bureaus, agencies, and non-governmental organizations. It finds that while CSR initiatives are generally voluntary in the US, there are meaningful policies aimed at encouraging responsible corporate behaviors.
American MNEs In Search Of Legitimacy When You Re WEIRDAudrey Britton
- American multinational enterprises (AMNEs) often struggle to understand local cultural and moral standards in host countries, damaging their legitimacy. As "WEIRD" (Western, educated, industrialized, rich, democratic) entities, AMNEs may understand local cultures less than MNEs from other nations.
- The paper will examine how AMNEs can enhance their normative legitimacy by better understanding hosts' moral frameworks. It will also discuss debates around whether corporations have duties to improve societies, and challenges around significant cross-border differences in ethics.
A new direction for CSR the shortcomingsof previous CSR mod.docxransayo
A new direction for CSR: the shortcomings
of previous CSR models and the rationale
for a new model
Jane Claydon
Abstract
Purpose – This paper aims to take the reader on a journey through the development of CSR since it first
emerged in the 1940s, through to contemporary models of CSR.
Design/methodology/approach – By drawing on existing CSR literature the achievements and gaps of
CSR are demonstrated. The literature review focuses on a small selection of important CSR models,
referencing the most iconic from the last few decades.
Findings – Existing CSR models are critiqued as being insufficient in providing an adequate
understanding of CSR. It is asserted that a more efficient model of CSR is required and a new model of
CSR is proposed, which is more relevant to and reflective of the present day business environment. The
model of ‘‘consumer-driven corporate responsibility’’ (CDCR) is founded on the notion that consumer
demand for CSR is both the most likely and the most effective driver for the implementation of CSR in a
company.
Research limitations/implications – As CSR is rapidly evolving, undoubtedly models will be created
after this paper was written, that, for this reason, are out of the scope of this review.
Practical implications – This paper provides an alternative, more comprehensive and more effective
model of CSR, useful as a tool for academics and business leaders alike.
Originality/value – As the model of CDCR focuses on the conditions under which companies are most
likely to adopt CSR from both a descriptive and normative perspective, it is proposed as being a more
suitable approach to CSR.
Keywords Corporate social responsibility, Business ethics, Corporate governance,
Sustainable development, Ethical consumption, Consumerism
Paper type Conceptual paper
T
he concept of corporate social responsibility (CSR) has become an increasingly
common term and conjecture in the political, academic and business realms over the
last century. During this time, it has experienced a period of constant defining and
modelling, re-defining and re-modelling. This paper aims to take the reader on a journey
through the development of CSR, demonstrating what it has achieved and highlighting the
gaps it is yet to fill. The reader will be navigated around the development of CSR since it first
emerged in the 1940s through to four models of CSR that have been more recently created.
These models are a small selection but range from those which have been the most
commonly referred to over the last few decades, such as stakeholder theory (Freeman,
1984) and the ‘‘pyramid of CSR’’ (Carroll, 1991), to the some of the more complex and
contemporary, such as the ‘‘model of sustainable development’’ (Aras and Crowther, 2009)
and ‘‘CSR 2.0’’ (Visser, 2010). A critique shall then be put forward, arguing that such models
are insufficient in providing either an adequate descriptive or normative understanding of
CSR, subsequently a.
The Vital Role of Social Workers in CommunityPartnerships T.docxssusera34210
The Vital Role of Social Workers in Community
Partnerships: The Alliance for Gay, Lesbian, Bisexual,
Transgender and Questioning Youth
Michael P. Dentato • Shelley L. Craig • Mark S. Smith
Published online: 25 June 2010
� Springer Science+Business Media, LLC 2010
Abstract The account of The Alliance for Gay, Lesbian, Bisexual, Transgender,
and Questioning (GLBTQ) Youth formation offers a model for developing com-
munity-based partnerships. Based in a major urban area, this university-community
collaboration was spearheaded by social workers who were responsible for its
original conceptualization, for generating community support, and for eventual
staffing, administration, direct service provision, and program evaluation design.
This article presents the strategic development and evolution of this community-
based service partnership, highlighting the roles of schools of social work, aca-
demics, and social work students in concert with community funders, practitioners
and youth, in responding to the needs of a vulnerable population.
Keywords GLBTQ youth � Sexual orientation � Community-based partnerships �
Empowerment � Participatory action research
Introduction
A rich history of collaboration exists between community and university-based
social workers in the conceptualization, development, and administration of service
partnerships. As means for establishing these partnerships, participatory action
M. P. Dentato (&)
School of Social Work, Loyola University Chicago, 820 North Michigan Avenue, 12th Floor,
Chicago, IL 60611, USA
e-mail: [email protected]
S. L. Craig
The Factor-Inwentash Faculty of Social Work, University of Toronto, Toronto, Ontario, Canada
M. S. Smith
School of Social Work, Barry University, Miami Shores, FL, USA
123
Child Adolesc Soc Work J (2010) 27:323–334
DOI 10.1007/s10560-010-0210-0
research is recognized as a preferred methodology for gathering necessary data about
community needs, and the utilization of an empowerment perspective is seen as a
complementary lens for guiding practice. Participatory action research involves a
collaborative process that attends to the engagement of, and reflective dialogues
concerning, ideas and viewpoints that have been excluded or privileged in traditional
research processes (Guishard 2009), thus suggesting empowerment as a preferred
practice approach. Additionally, such collaborations offer a venue through which
academics and social work researchers can influence practitioners’ understanding of
and willingness to use evidenced based practice (Bellamy et al. 2008).
Social workers have historically worked within communities as practitioners,
researchers, and advocates for policy change serving vulnerable and oppressed
populations: this has, by necessity, involved efforts to develop partnerships among
organizations. In order to best meet the identified needs of groups of individuals and
oppressed communities, social workers often have to first mob ...
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Corporate Social Responsibility- Microsoft CorporationNikita Jangid
This document provides an introduction to corporate social responsibility (CSR). It defines CSR as how firms integrate social, environmental, and economic concerns transparently and accountably to create value for both the business and society. The document outlines key drivers of CSR like sustainable development, globalization, governance, corporate sector impact, communications, and finance. It also discusses the emergence of CSR as a public and business concern from the 1950s to today.
The document discusses the dual economic and social goals of cooperatives and challenges the assumptions of traditional economic models. It proposes that cooperatives jointly produce both economic and social outputs through a balancing of self-interest and other-interest. A multiple utility model that considers both personal and social goals provides a more appropriate framework for understanding complex decision-making in cooperatives compared to models that only consider a single utility function. The document argues for constructing economic theories consistent with the principles and values that determine cooperative activities rather than interpreting cooperatives through models developed for other purposes.
This document discusses corporate social responsibility (CSR) in India, including its dimensions and challenges. It begins by providing background on CSR and defining it as companies integrating social and environmental concerns voluntarily into their business operations and interactions with stakeholders. The document then examines drivers of CSR like demands for disclosure, customer and investor pressure. It outlines dimensions of CSR like economic, legal, ethical and discretionary responsibilities. Challenges of CSR in India are also summarized, such as lack of community participation, need to build local capacities, issues of transparency and non-availability of clear guidelines. Examples are provided of CSR practices by Indian companies Reliance and Tata.
1 P a g e A System Approach to Implementing Business.docxhoney725342
1 | P a g e
A System Approach to Implementing Business Ethics in
the Corporate Workplace
Clifton Clarke Department
of Finance and Business Management, Brooklyn College, City University of New York
[email protected]
Abstract
The current vitriolic discourse over the financial scandals implicating Wall Street and its satellite institutions
dictates a fresh look at strategies intended to eradicate or prevent unethical practices in business activities.
The spate of recently published unethical behavior among business executives in the United States confirms,
unequivocally, that past and current strategies have failed. This paper reviews and evaluates the impact of
some of these strategies. It found that the strategies focus on legislation, written corporate codes of ethics and
assorted activities in business schools. It found that these strategies are largely isolated and missed the fact
that unethical business conduct is systemic, reflecting the ethical lapses of two systems: a public system
(consisting of governmental bodies, business schools, and the general citizenry) and a corporate system
(consisting of boards of directors, executives, managers and employees). It found that there is a significant
gap between the rhetoric of corporate executives and their attention to unethical conduct in the workplace. It
concludes that isolated legislative actions, apathetic business schools’ policies, complacent and complicit
corporate boards, contribute to the failure. It also concludes that, the implementation of business ethics in the
workplace requires a transformation of attitude within and between these systems and posits that a system
approach is the only strategy that can successfully transform these systems and that business schools are
uniquely capable of leading this transformation.
Keywords
Ethics, corporate workplace, transformation, culture, business schools, legislations
Introduction
Hearings held by a subcommittee of the Banking and Finance Committee of the United States Senate on
certain practices of financial institutions, particularly those practices that might have contributed to the
economic collapse in 2008, revealed the disconnect between the public’s and corporations’ perceptions of
ethical conduct (Hauser 2010). Several of the questions posed to the Chief Executive Officer, and the
Executive Director of Structure Products Group Trading of Goldman Sachs Group, Inc., focused on the
company’s ethics. For example, the senators wanted to know whether it was ethical for the company to sell
investments that its own trading team knew were “worthless”. In their defense, this and other questionable
practices were an integral part of their company’s business model. Similarly, Morganton (2011), of the New
York Times reported t ...
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Communication of csr programs of MNc's an indian perspectiveTapasya123
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords:
This document provides an overview of corporate social responsibility (CSR) in India, including:
- It discusses the evolution of definitions and perspectives on CSR from the 1950s to present day. Early definitions focused on businesses' obligations to society, while more recent definitions emphasize stakeholder interests and voluntary business practices.
- CSR in India encompasses issues like human rights, health and safety, consumer protection, and environmental sustainability. Leading companies like Tata have long implemented social programs for employees and local communities.
- Several surveys of Indian companies found increasing awareness and implementation of CSR activities, though many companies view it primarily as philanthropy or marketing. Few measure social impacts or spend significantly on CSR.
-
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords: CSR, MNC CSR, Indian CSR, CSR Communication.
Beyond Legitimacy A Case Study in BP’s ‘‘Green Lashing’’SChantellPantoja184
1) The document discusses BP's loss of legitimacy following the 2010 Deepwater Horizon oil spill disaster in the Gulf of Mexico.
2) It analyzes BP's "Beyond Petroleum" green branding campaign and how this set high expectations for environmental responsibility that contrasted sharply with realities exposed by the spill.
3) The spill undermined BP's legitimacy by revealing gaps between its green image and actual safety practices, costing the company billions in fines and legal costs as well as significant losses in market value and reputation.
BUS M02C – Managerial Accounting SLO Assessment project .docxhartrobert670
BUS M02C – Managerial Accounting
SLO Assessment project
Randy’s Kayaks, Inc. manufactures and sells one-person fiberglass kayaks. Randy’s balance sheet at the end
of 2011 was as follows:
RANDY’S KAYAKS, INC.
Balance Sheet
December 31, 2011
ASSETS LIABILITIES
Cash $ 52,000 Accounts payable $ 131,000
Accounts receivable 1,200,000
Raw materials inventory* 120,000 STOCKHOLDERS’EQUITY
Finished goods inventory** 287,500 Common Stock 1,600,000
Plant assets, net of accumulated Retained Earnings 2,063,500
Depreciation 2,135,000
Total Assets $ 3,794,500 Total Liabilities & SE $ 3,794,500
*40,000 pounds
**1,000 kayaks
The following additional data is available for use in preparing the budget for 2012:
Cash collections (all sales are on account):
Collected in the quarter of sale 40%
Collected in the quarter after sale 60%
(Bad debts are negligible and can be ignored)
Cash disbursements for raw materials (all purchases are on account):
Cash paid in the quarter of purchase 70%
Cash paid in the quarter after purchase 30%
Desired quarterly ending Raw materials inventory 40% of next quarter’s production needs
Desired quarterly ending Finished goods inventory 10% of next quarter’s sales
Budgeted sales:
1
st
quarter 2012 10,000 kayaks
2
nd
quarter 2012 15,000 kayaks
3
rd
quarter 2012 16,000 kayaks
4
th
quarter 2012 14,000 kayaks
1
st
quarter 2013 10,000 kayaks
2
nd
quarter 2013 12,000 kayaks
Anticipated equipment purchases:
1
st
quarter 2012 $30,000
2
nd
quarter 2012 $0
3
rd
quarter 2012 $0
4
th
quarter 2012 $150,000
Quarterly dividends to be paid each quarter in 2012 $4,000
Expected sales price per unit $400
Standard cost data:
Direct materials 10 pounds per kayak @ $3 per pound
Direct labor 10 hours per kayak @ $20 per hour
Variable manufacturing overhead $5 per direct labor hour
Fixed manufacturing overhead (includes $9,000 depreciation) $103,125 per quarter
Variable selling expenses $25 per kayak
Fixed selling and administrative expenses:
Insurance $45,000 per quarter
Sales salaries $30,000 per quarter
Depreciation $6,000 per quarter
Income tax rate 30%
Estimated income tax payments planned in 2012:
1
st
quarter $0
2
nd
quarter $50,000
3
rd
quarter $400,000
4
th
quarter $500,000
Randy’s desires to have a minimum cash balance at the end of each quarter of $50,000. In order to maintain
this minimum balance, Randy’s may borrow from its bank in $10,000 increments with an interest rate of 6%.
Money is borrowed at the beginning of the quarter in which a shortage is expected. Repayments of all or a
portion of the principle (plus accrued interest on the amount being repaid) are made at the end of any quarter
in which the cash balance exceeds the required minimum.
Requirements:
1. Use the above information to prepare the following components of th ...
BUS 409 – Student Notes(Prerequisite BUS 310)COURSE DESCR.docxhartrobert670
BUS 409 – Student Notes
(Prerequisite: BUS 310)
COURSE DESCRIPTION
Introduces and analyzes the basic concepts of compensation administration in organizations. Provides an intensive study of the wage system, methods of job evaluation, wage and salary structures, and the legal constraints on compensation programs.
INSTRUCTIONAL MATERIALS
Required Resources
Martocchio, J. J. (2013). Strategic compensation:A human resource management approach (7th ed.). Upper Saddle River, NJ: Prentice Hall / Pearson.
Supplemental Resources
Andersen, S. (2012). The keys to effective strategic account planning. Velocity, 14(1), 23-26.
Burkhauser, R. V., Schmeiser, M. D., & Weathers II, R. R. (2012). The importance of anti-discrimination and workers’ compensation laws on the provision of workplace accommodations following the onset of a disability. Industrial & Labor Relations Review, 65(1), 161-180.
Employee compensation: 12 trends for 2012. (2012). HR Specialist, 10(2), 1-2.
Survey of the Month: Companies Focus On Updating Compensation in 2012. (2011). Report on Salary Surveys, 18(12), 1-5.
The Society of Human Resources Management (2012). General format. Retrieved fromhttp://www.shrm.org
WorldatWork. (n.d.). General format. Retrieved fromhttp://www.worldatwork.org
COURSE LEARNING OUTCOMES
1. Analyze how compensation practice can be applied to positively impact an organization and its stakeholders.
2. Examine the ways in which laws, labor unions, and market factors impact companies’ compensation practices.
3. Evaluate the effectiveness of traditional bases for pay (seniority and merit) against incentive-based and person-focused compensation approaches.
4. Compare and contrast internally consistent and market-competitive compensation systems.
5. Analyze the fundamental principles of pay structure design.
6. Evaluate the role of benefits in strategic compensation.
7. Suggest viable options to current practices regarding executive compensation.
8. Make recommendations for leveraging flexible and contingent workers for any given organization.
9. Determine the best possible approach for the compensation of expatriates.
10. Analyze differences between compensation, benefits, and legal and regulatory influences in the United States and the rest of the world.
11. Use technology and information resources to research issues in compensation management.
12. Write clearly and concisely about compensation management using proper writing mechanics.
WEEKLY COURSE SCHEDULE
The standard requirement for a 4.5 credit hour course is for students to spend 13.5 hours in weekly work. This includes preparation, activities, and evaluation regardless of delivery mode.
Week
Preparation, Activities, and Evaluation
Points
1
Preparation
· Reading(s)
· Chapter 1: Strategic Compensation
· Chapter 1, Case: Competitive Strategy at Sportsman Shoes
Activities
· Introduction Discussion
· Discussions
Evaluation
· None
20
20
2
Preparation
· Reading(s)
· Chapter 2: Contextual Influe ...
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Social Responsibility: A Fresh Perspective
into Theory and Practice Dima Jamali
ABSTRACT. Stakeholder theory has gained currency in
the business and society literature in recent years in
light of its practicality from the perspective of managers
and scholars. In accounting for the recent ascendancy
of stakeholder theory, this article presents an overview
of two traditional conceptualizations of corporate
social responsibility (CSR) (Carroll: 1979, ‘A Three-
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mance’, The Academy of Management Review 4(4), 497–505
and Wood: 1991, ‘Corporate Social Performance
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691–717), highlighting their predominant inclination
toward providing static taxonomic CSR descriptions.
The article then makes the case for a stakeholder approach
to CSR, reviewing its rationale and outlining how it
has been integrated into recent empirical studies. In light
of this review, the article adopts a stakeholder framework
– the Ethical Performance Scorecard (EPS) proposed by
Spiller (2000, ‘Ethical Business and Investment: A Model
For Business and Society’, Journal of Business Ethics 27,
149–160) – to examine the CSR approach of a sample
of Lebanese and Syrian firms with an interest in
CSR and test relevant hypotheses derived from the
CSR/stakeholder literature. The findings are analyzed
and implications drawn regarding the usefulness of a
stakeholder approach to CSR.
KEY WORDS: corporate social responsibility (CSR),
stakeholder theory, Lebanese and Syrian context
Introduction
The topic of the social responsibilities of business has
been a subject of intense controversy and interest
over the past three decades. In part, this debate is an
outgrowth of the proliferation of different concep-
tualizations of corporate social responsibility (CSR).
The term CSR has indeed been defined in various
ways from the narrow economic perspective of
increasing shareholder wealth (Friedman, 1962), to
economic, legal, ethical and discretionary strands of
responsibility (Carroll, 1979) to good corporate
citizenship (Hemphill, 2004). These variations
stem in part from differing fundamental assumptions
about what CSR entails, varying from concep-
tions of minimal legal and economic obligations
and accountability to stockholders to broader
responsibilities to the wider social system in which a
corporation is embedded.
Resulting from these divergent fundamental
assumptions is a lingering skepticism in the field of
business and society, inviting Frankental (2001) to
argue for example that ‘‘CSR is a vague and
intangible term which can mean anything to any-
body, and therefore is effectively without meaning.’’
The confederation of British industry has similarly
argued that ‘‘CSR is highly subjective and therefore
does not allow for a universally applicable
definition.’’ Social responsibility has been variously
.
This document discusses corporate social responsibility (CSR) conceptualizations and argues for a stakeholder approach. It summarizes two traditional CSR models by Carroll (1979) and Wood (1991) that provide taxonomic descriptions but lack practical guidance. It then makes the case for a stakeholder approach to CSR, noting it recognizes businesses manage relationships with stakeholders rather than society at large. The document adopts the Ethical Performance Scorecard framework to examine CSR approaches of Lebanese and Syrian firms and draw implications about the usefulness of a stakeholder perspective.
Beyond mimicry: a critique of “Social Responsibility” in cooperativesInformaEuropa
This document discusses the principle of "Concern for Community" in cooperatives and critiques the concept of "Social Responsibility" as practiced by companies. It begins by providing context on the origins of cooperatives and the Rochdale Pioneers. It then defines the principle of "Concern for Community" according to the International Co-operative Alliance and discusses how it differs from the concept of "Social Responsibility" pursued by companies, which focuses more on reputation and shareholders. The document uses the "Theory of Gift" to argue that "Concern for Community" embodies cooperative values of intervening in social affairs, whereas "Social Responsibility" is often more about marketing.
Corporate citizenship and socialresponsibility policies in tAlleneMcclendon878
This document provides a case study on corporate citizenship and social responsibility policies in the United States. It analyzes relevant regulatory guidelines and frameworks that foster corporate citizenship behaviors in areas like human rights, the environment, and social issues. The case study evaluates policies from the US federal government, bureaus, agencies, and non-governmental organizations. It finds that while CSR initiatives are generally voluntary in the US, there are meaningful policies aimed at encouraging responsible corporate behaviors.
American MNEs In Search Of Legitimacy When You Re WEIRDAudrey Britton
- American multinational enterprises (AMNEs) often struggle to understand local cultural and moral standards in host countries, damaging their legitimacy. As "WEIRD" (Western, educated, industrialized, rich, democratic) entities, AMNEs may understand local cultures less than MNEs from other nations.
- The paper will examine how AMNEs can enhance their normative legitimacy by better understanding hosts' moral frameworks. It will also discuss debates around whether corporations have duties to improve societies, and challenges around significant cross-border differences in ethics.
A new direction for CSR the shortcomingsof previous CSR mod.docxransayo
A new direction for CSR: the shortcomings
of previous CSR models and the rationale
for a new model
Jane Claydon
Abstract
Purpose – This paper aims to take the reader on a journey through the development of CSR since it first
emerged in the 1940s, through to contemporary models of CSR.
Design/methodology/approach – By drawing on existing CSR literature the achievements and gaps of
CSR are demonstrated. The literature review focuses on a small selection of important CSR models,
referencing the most iconic from the last few decades.
Findings – Existing CSR models are critiqued as being insufficient in providing an adequate
understanding of CSR. It is asserted that a more efficient model of CSR is required and a new model of
CSR is proposed, which is more relevant to and reflective of the present day business environment. The
model of ‘‘consumer-driven corporate responsibility’’ (CDCR) is founded on the notion that consumer
demand for CSR is both the most likely and the most effective driver for the implementation of CSR in a
company.
Research limitations/implications – As CSR is rapidly evolving, undoubtedly models will be created
after this paper was written, that, for this reason, are out of the scope of this review.
Practical implications – This paper provides an alternative, more comprehensive and more effective
model of CSR, useful as a tool for academics and business leaders alike.
Originality/value – As the model of CDCR focuses on the conditions under which companies are most
likely to adopt CSR from both a descriptive and normative perspective, it is proposed as being a more
suitable approach to CSR.
Keywords Corporate social responsibility, Business ethics, Corporate governance,
Sustainable development, Ethical consumption, Consumerism
Paper type Conceptual paper
T
he concept of corporate social responsibility (CSR) has become an increasingly
common term and conjecture in the political, academic and business realms over the
last century. During this time, it has experienced a period of constant defining and
modelling, re-defining and re-modelling. This paper aims to take the reader on a journey
through the development of CSR, demonstrating what it has achieved and highlighting the
gaps it is yet to fill. The reader will be navigated around the development of CSR since it first
emerged in the 1940s through to four models of CSR that have been more recently created.
These models are a small selection but range from those which have been the most
commonly referred to over the last few decades, such as stakeholder theory (Freeman,
1984) and the ‘‘pyramid of CSR’’ (Carroll, 1991), to the some of the more complex and
contemporary, such as the ‘‘model of sustainable development’’ (Aras and Crowther, 2009)
and ‘‘CSR 2.0’’ (Visser, 2010). A critique shall then be put forward, arguing that such models
are insufficient in providing either an adequate descriptive or normative understanding of
CSR, subsequently a.
The Vital Role of Social Workers in CommunityPartnerships T.docxssusera34210
The Vital Role of Social Workers in Community
Partnerships: The Alliance for Gay, Lesbian, Bisexual,
Transgender and Questioning Youth
Michael P. Dentato • Shelley L. Craig • Mark S. Smith
Published online: 25 June 2010
� Springer Science+Business Media, LLC 2010
Abstract The account of The Alliance for Gay, Lesbian, Bisexual, Transgender,
and Questioning (GLBTQ) Youth formation offers a model for developing com-
munity-based partnerships. Based in a major urban area, this university-community
collaboration was spearheaded by social workers who were responsible for its
original conceptualization, for generating community support, and for eventual
staffing, administration, direct service provision, and program evaluation design.
This article presents the strategic development and evolution of this community-
based service partnership, highlighting the roles of schools of social work, aca-
demics, and social work students in concert with community funders, practitioners
and youth, in responding to the needs of a vulnerable population.
Keywords GLBTQ youth � Sexual orientation � Community-based partnerships �
Empowerment � Participatory action research
Introduction
A rich history of collaboration exists between community and university-based
social workers in the conceptualization, development, and administration of service
partnerships. As means for establishing these partnerships, participatory action
M. P. Dentato (&)
School of Social Work, Loyola University Chicago, 820 North Michigan Avenue, 12th Floor,
Chicago, IL 60611, USA
e-mail: [email protected]
S. L. Craig
The Factor-Inwentash Faculty of Social Work, University of Toronto, Toronto, Ontario, Canada
M. S. Smith
School of Social Work, Barry University, Miami Shores, FL, USA
123
Child Adolesc Soc Work J (2010) 27:323–334
DOI 10.1007/s10560-010-0210-0
research is recognized as a preferred methodology for gathering necessary data about
community needs, and the utilization of an empowerment perspective is seen as a
complementary lens for guiding practice. Participatory action research involves a
collaborative process that attends to the engagement of, and reflective dialogues
concerning, ideas and viewpoints that have been excluded or privileged in traditional
research processes (Guishard 2009), thus suggesting empowerment as a preferred
practice approach. Additionally, such collaborations offer a venue through which
academics and social work researchers can influence practitioners’ understanding of
and willingness to use evidenced based practice (Bellamy et al. 2008).
Social workers have historically worked within communities as practitioners,
researchers, and advocates for policy change serving vulnerable and oppressed
populations: this has, by necessity, involved efforts to develop partnerships among
organizations. In order to best meet the identified needs of groups of individuals and
oppressed communities, social workers often have to first mob ...
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Corporate Social Responsibility- Microsoft CorporationNikita Jangid
This document provides an introduction to corporate social responsibility (CSR). It defines CSR as how firms integrate social, environmental, and economic concerns transparently and accountably to create value for both the business and society. The document outlines key drivers of CSR like sustainable development, globalization, governance, corporate sector impact, communications, and finance. It also discusses the emergence of CSR as a public and business concern from the 1950s to today.
The document discusses the dual economic and social goals of cooperatives and challenges the assumptions of traditional economic models. It proposes that cooperatives jointly produce both economic and social outputs through a balancing of self-interest and other-interest. A multiple utility model that considers both personal and social goals provides a more appropriate framework for understanding complex decision-making in cooperatives compared to models that only consider a single utility function. The document argues for constructing economic theories consistent with the principles and values that determine cooperative activities rather than interpreting cooperatives through models developed for other purposes.
This document discusses corporate social responsibility (CSR) in India, including its dimensions and challenges. It begins by providing background on CSR and defining it as companies integrating social and environmental concerns voluntarily into their business operations and interactions with stakeholders. The document then examines drivers of CSR like demands for disclosure, customer and investor pressure. It outlines dimensions of CSR like economic, legal, ethical and discretionary responsibilities. Challenges of CSR in India are also summarized, such as lack of community participation, need to build local capacities, issues of transparency and non-availability of clear guidelines. Examples are provided of CSR practices by Indian companies Reliance and Tata.
1 P a g e A System Approach to Implementing Business.docxhoney725342
1 | P a g e
A System Approach to Implementing Business Ethics in
the Corporate Workplace
Clifton Clarke Department
of Finance and Business Management, Brooklyn College, City University of New York
[email protected]
Abstract
The current vitriolic discourse over the financial scandals implicating Wall Street and its satellite institutions
dictates a fresh look at strategies intended to eradicate or prevent unethical practices in business activities.
The spate of recently published unethical behavior among business executives in the United States confirms,
unequivocally, that past and current strategies have failed. This paper reviews and evaluates the impact of
some of these strategies. It found that the strategies focus on legislation, written corporate codes of ethics and
assorted activities in business schools. It found that these strategies are largely isolated and missed the fact
that unethical business conduct is systemic, reflecting the ethical lapses of two systems: a public system
(consisting of governmental bodies, business schools, and the general citizenry) and a corporate system
(consisting of boards of directors, executives, managers and employees). It found that there is a significant
gap between the rhetoric of corporate executives and their attention to unethical conduct in the workplace. It
concludes that isolated legislative actions, apathetic business schools’ policies, complacent and complicit
corporate boards, contribute to the failure. It also concludes that, the implementation of business ethics in the
workplace requires a transformation of attitude within and between these systems and posits that a system
approach is the only strategy that can successfully transform these systems and that business schools are
uniquely capable of leading this transformation.
Keywords
Ethics, corporate workplace, transformation, culture, business schools, legislations
Introduction
Hearings held by a subcommittee of the Banking and Finance Committee of the United States Senate on
certain practices of financial institutions, particularly those practices that might have contributed to the
economic collapse in 2008, revealed the disconnect between the public’s and corporations’ perceptions of
ethical conduct (Hauser 2010). Several of the questions posed to the Chief Executive Officer, and the
Executive Director of Structure Products Group Trading of Goldman Sachs Group, Inc., focused on the
company’s ethics. For example, the senators wanted to know whether it was ethical for the company to sell
investments that its own trading team knew were “worthless”. In their defense, this and other questionable
practices were an integral part of their company’s business model. Similarly, Morganton (2011), of the New
York Times reported t ...
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Communication of csr programs of MNc's an indian perspectiveTapasya123
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords:
This document provides an overview of corporate social responsibility (CSR) in India, including:
- It discusses the evolution of definitions and perspectives on CSR from the 1950s to present day. Early definitions focused on businesses' obligations to society, while more recent definitions emphasize stakeholder interests and voluntary business practices.
- CSR in India encompasses issues like human rights, health and safety, consumer protection, and environmental sustainability. Leading companies like Tata have long implemented social programs for employees and local communities.
- Several surveys of Indian companies found increasing awareness and implementation of CSR activities, though many companies view it primarily as philanthropy or marketing. Few measure social impacts or spend significantly on CSR.
-
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords: CSR, MNC CSR, Indian CSR, CSR Communication.
Beyond Legitimacy A Case Study in BP’s ‘‘Green Lashing’’SChantellPantoja184
1) The document discusses BP's loss of legitimacy following the 2010 Deepwater Horizon oil spill disaster in the Gulf of Mexico.
2) It analyzes BP's "Beyond Petroleum" green branding campaign and how this set high expectations for environmental responsibility that contrasted sharply with realities exposed by the spill.
3) The spill undermined BP's legitimacy by revealing gaps between its green image and actual safety practices, costing the company billions in fines and legal costs as well as significant losses in market value and reputation.
Similar to Beyond Wages and Working ConditionsA Conceptualization of.docx (20)
BUS M02C – Managerial Accounting SLO Assessment project .docxhartrobert670
BUS M02C – Managerial Accounting
SLO Assessment project
Randy’s Kayaks, Inc. manufactures and sells one-person fiberglass kayaks. Randy’s balance sheet at the end
of 2011 was as follows:
RANDY’S KAYAKS, INC.
Balance Sheet
December 31, 2011
ASSETS LIABILITIES
Cash $ 52,000 Accounts payable $ 131,000
Accounts receivable 1,200,000
Raw materials inventory* 120,000 STOCKHOLDERS’EQUITY
Finished goods inventory** 287,500 Common Stock 1,600,000
Plant assets, net of accumulated Retained Earnings 2,063,500
Depreciation 2,135,000
Total Assets $ 3,794,500 Total Liabilities & SE $ 3,794,500
*40,000 pounds
**1,000 kayaks
The following additional data is available for use in preparing the budget for 2012:
Cash collections (all sales are on account):
Collected in the quarter of sale 40%
Collected in the quarter after sale 60%
(Bad debts are negligible and can be ignored)
Cash disbursements for raw materials (all purchases are on account):
Cash paid in the quarter of purchase 70%
Cash paid in the quarter after purchase 30%
Desired quarterly ending Raw materials inventory 40% of next quarter’s production needs
Desired quarterly ending Finished goods inventory 10% of next quarter’s sales
Budgeted sales:
1
st
quarter 2012 10,000 kayaks
2
nd
quarter 2012 15,000 kayaks
3
rd
quarter 2012 16,000 kayaks
4
th
quarter 2012 14,000 kayaks
1
st
quarter 2013 10,000 kayaks
2
nd
quarter 2013 12,000 kayaks
Anticipated equipment purchases:
1
st
quarter 2012 $30,000
2
nd
quarter 2012 $0
3
rd
quarter 2012 $0
4
th
quarter 2012 $150,000
Quarterly dividends to be paid each quarter in 2012 $4,000
Expected sales price per unit $400
Standard cost data:
Direct materials 10 pounds per kayak @ $3 per pound
Direct labor 10 hours per kayak @ $20 per hour
Variable manufacturing overhead $5 per direct labor hour
Fixed manufacturing overhead (includes $9,000 depreciation) $103,125 per quarter
Variable selling expenses $25 per kayak
Fixed selling and administrative expenses:
Insurance $45,000 per quarter
Sales salaries $30,000 per quarter
Depreciation $6,000 per quarter
Income tax rate 30%
Estimated income tax payments planned in 2012:
1
st
quarter $0
2
nd
quarter $50,000
3
rd
quarter $400,000
4
th
quarter $500,000
Randy’s desires to have a minimum cash balance at the end of each quarter of $50,000. In order to maintain
this minimum balance, Randy’s may borrow from its bank in $10,000 increments with an interest rate of 6%.
Money is borrowed at the beginning of the quarter in which a shortage is expected. Repayments of all or a
portion of the principle (plus accrued interest on the amount being repaid) are made at the end of any quarter
in which the cash balance exceeds the required minimum.
Requirements:
1. Use the above information to prepare the following components of th ...
BUS 409 – Student Notes(Prerequisite BUS 310)COURSE DESCR.docxhartrobert670
BUS 409 – Student Notes
(Prerequisite: BUS 310)
COURSE DESCRIPTION
Introduces and analyzes the basic concepts of compensation administration in organizations. Provides an intensive study of the wage system, methods of job evaluation, wage and salary structures, and the legal constraints on compensation programs.
INSTRUCTIONAL MATERIALS
Required Resources
Martocchio, J. J. (2013). Strategic compensation:A human resource management approach (7th ed.). Upper Saddle River, NJ: Prentice Hall / Pearson.
Supplemental Resources
Andersen, S. (2012). The keys to effective strategic account planning. Velocity, 14(1), 23-26.
Burkhauser, R. V., Schmeiser, M. D., & Weathers II, R. R. (2012). The importance of anti-discrimination and workers’ compensation laws on the provision of workplace accommodations following the onset of a disability. Industrial & Labor Relations Review, 65(1), 161-180.
Employee compensation: 12 trends for 2012. (2012). HR Specialist, 10(2), 1-2.
Survey of the Month: Companies Focus On Updating Compensation in 2012. (2011). Report on Salary Surveys, 18(12), 1-5.
The Society of Human Resources Management (2012). General format. Retrieved fromhttp://www.shrm.org
WorldatWork. (n.d.). General format. Retrieved fromhttp://www.worldatwork.org
COURSE LEARNING OUTCOMES
1. Analyze how compensation practice can be applied to positively impact an organization and its stakeholders.
2. Examine the ways in which laws, labor unions, and market factors impact companies’ compensation practices.
3. Evaluate the effectiveness of traditional bases for pay (seniority and merit) against incentive-based and person-focused compensation approaches.
4. Compare and contrast internally consistent and market-competitive compensation systems.
5. Analyze the fundamental principles of pay structure design.
6. Evaluate the role of benefits in strategic compensation.
7. Suggest viable options to current practices regarding executive compensation.
8. Make recommendations for leveraging flexible and contingent workers for any given organization.
9. Determine the best possible approach for the compensation of expatriates.
10. Analyze differences between compensation, benefits, and legal and regulatory influences in the United States and the rest of the world.
11. Use technology and information resources to research issues in compensation management.
12. Write clearly and concisely about compensation management using proper writing mechanics.
WEEKLY COURSE SCHEDULE
The standard requirement for a 4.5 credit hour course is for students to spend 13.5 hours in weekly work. This includes preparation, activities, and evaluation regardless of delivery mode.
Week
Preparation, Activities, and Evaluation
Points
1
Preparation
· Reading(s)
· Chapter 1: Strategic Compensation
· Chapter 1, Case: Competitive Strategy at Sportsman Shoes
Activities
· Introduction Discussion
· Discussions
Evaluation
· None
20
20
2
Preparation
· Reading(s)
· Chapter 2: Contextual Influe ...
BUS LAW2HRM Management Discussion boardDis.docxhartrobert670
BUS LAW 2
HRM Management Discussion board
Discuss what challenges an HR department may face when their company decides to expand into other countries. Do you think it would be beneficial if the company that is expanding is already affiliated with an international union? How would it affect the challenges that HR is already faced with?
References
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Fundamentals of human resource management (4thed.). Chicago, IL: McGraw-Hill.
HRM Management Discussion board
Discuss what challenges an HR department may
face when their company decides to
expand into other countries. Do you think it would be beneficial if the company that is
expanding is already affiliated with an international union? How would it affect the
challenges that HR is already faced with
?
R
eferences
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011).
Fundamentals of human
resource management
(4
th
ed.). Chicago, IL: McGraw
-
Hill.
HRM Management Discussion board
Discuss what challenges an HR department may face when their company decides to
expand into other countries. Do you think it would be beneficial if the company that is
expanding is already affiliated with an international union? How would it affect the
challenges that HR is already faced with?
References
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Fundamentals of human
resource management (4
th
ed.). Chicago, IL: McGraw-Hill.
BILTRITE PRACTICE CASE
Module XV of the Biltrite audit practice case contains an audit report exercise.
This exercise may be completed at this time.
Module XV: Audit Report
The Denise Vaughan audit team completed its audit field work on February 15,
2010. A conference was held on that date involving members of the audit
firm and Biltrite management. Participants in the conference were Denise
Vaughan, partner in charge of the Biltrite engagement; Carolyn Volmar,
audit manager; Richard Derick, in-charge auditor; Trevor Lawton, Biltrite’s
CEO; Gerald Groth, Biltrite’s controller; and Marlene McAfee, Biltrite’s trea-
surer. The Biltrite representatives agreed to all of the audit adjustments and
reclassifications proposed by the audit team, and they agreed to reflect them
in the December 31, 2009, financial statements. They also agreed to modify
and/or add footnote disclosures as recommended by the audit team.
At the conclusion of the conference, the audit team obtained a client repre-
sentation letter from Biltrite management and presented management with a
copy of the “significant deficiencies” letter outlining discovered internal control
deficiencies. The original of this letter was sent to Biltrite’s audit committee.
The legal action initiated against Biltrite by Rollfast, a competitor, for
alleged patent infringement, was not yet settled as of February 15. Because the
letter obtained by Derick from Biltrite’s outside legal couns ...
BUS 571 Compensation and BenefitsCompensation Strategy Project.docxhartrobert670
Techtron Corporation is developing a compensation strategy for 140 hourly production technicians, 3 production supervisors, 2 manufacturing engineers, and 1 computer technician at its new manufacturing facility. As the HR compensation strategist, you must propose compensation bandwidths, benefits plans, and an employee evaluation process for determining compensation adjustments for each of the four job classifications. The proposal should be data-driven, grounded in theory/literature, and consider environmental factors like union status and benefits legislation in the state.
BUS 210 Exam Instructions.Please read the exam carefully and a.docxhartrobert670
BUS 210 Exam Instructions.
Please read the exam carefully and answer all of the questions.
When considering the legal issues, structure your answers as follows:
1. State the relevant issue;
2. Make the arguments of the parties involved;
3. State the applicable rule of law;
4. State your conclusion and the reasons therefore.
You may consult the text to answer the exam questions. However, your answers MUST be your own work and you may not consult with anyone in or outside of the class.
BUS 210
Be specific in your answers and state the applicable law used to reach your conclusions.
Question #1
Mike is a homeowner. Jill runs a snowplowing business. Mike asks Jill to provide an estimate for how much she would charge to snowplow Mike’s driveway. After Jill inspects Mike’s driveway, the parties have the following conversation on September 1, 2011:
Jill: “$50 each time I snowplow your driveway.”
Mike: “OK, sounds good. Please do so.”
Jill regularly snowplows Joe’s driveway during the 2011-12 season. In May 2012, Jill sends a bill to Mike for all visits she made in the 2011-12 season, and Mike promptly pays that bill in full without any other communication taking place between Jill and Mike.
• Jill regularly snowplows Mike’s driveway during the 2012-13 season and sends a bill for those visits in March 2013. What are the rights and responsibilities of the parties under contract law?
• Instead, assume that Jill does not come during the first major snowfall in 2012. Does Mike have any contractual rights against JILL? Explain fully.
• Ignore the previous bullets. Instead, assume Mike promptly pays the 2011-12 bill in full without any other communication. On September 1, 2012, Jill raises her prices 20% for all of her customers, and she notifies Mike of this fact. He does not respond. Jill regularly snowplows Mike’s driveway during the 2012-13 season and in March 2013 sends Mike a bill for those visits reflecting her increased prices. What are the right and responsibilities of the parties under contract law.
Question #2:
At the wedding of Tom and Mary, Tom’s father, Frank, told them that he wanted to live with them and to have them care for him for the rest of his life. He said, “If you agree to do this, I will deliver to you, within two years, a deed to my home.” Tom and Mary told Frank they accepted his offer and promised to look after Frank with loving care in Frank’s home. They immediately moved in with him.
Soon after moving into Frank’s home, Tom and Mary used their own money to add a new wing to the house, pay the outstanding property taxes, and pay off an existing mortgage of $25,000.
One year after Tom and Mary moved into the home, Tom reminded Frank of his promise to convey the property to them. Frank became angry, and refused to execute the deed and ordered Tom and Mary to leave the premises.
Answer the following questions by arguing both sides of the issues and applying ...
BUS 137S Special Topics in Marketing (Services Marketing)Miwa Y..docxhartrobert670
BUS 137S Special Topics in Marketing (Services Marketing)
Miwa Y. Merz, Ph.D.
Service Journal Entry Form
Your Name:
Name of Firm: T-Mobile
Type of Service (industry): Phone Company
Date of Encounter: September 27, 2015
Time of Encounter: 4PM
1. How did the encounter take place (e.g., in person, by phone, via a self-service technology)?
In person
2. What specific circumstances led to this encounter?
My girlfriend bought a new phone and she wanted to put a screen protector
3. Exactly what did the firm/employee say or do?
The employee directly showed us the different type of screen protector. He also explained in detailed about the advantage and disadvantage for each of the screen protector.
4. How would you rate your level of satisfaction with this encounter? (Circle the most appropriate number).
Very dissatisfied
1
2
3
4
5
6
7
Very satisfied
5. What exactly made you feel this way?
I was so surprised that the employee still remembered my girlfriend and I. A week ago we went to the T-Mobile to ask about the IPhone 6s.
6. What could the employee/firm have done to increase your level of satisfaction with the encounter?
Nothing because I am completely satisfied with their service
7. What improvements need to be made to this service system?
I don’t think they need to improve anything because the employees always ask the customer if they need help or not as soon as they saw the customers.
8. How likely is it that you will go back to this service firm?
Very Unlikely
1
2
3
4
5
6
7
Very Likely
Please provide the reason(s). I will definitely go back because the employees are so kind, patient and really helpful.
Service Journal Entry Form
Your Name:
Name of Firm: 99 Chickens
Type of Service (industry): Restaurant
Date of Encounter: September 19, 2015
Time of Encounter: 5 PM
1. How did the encounter take place (e.g., in person, by phone, via a self-service technology)?
In person
2. What specific circumstances led to this encounter?
We wanted to eat the chicken
3. Exactly what did the firm/employee say or do?
They didn’t say a single word. They just took our order and then directly leave.
4. How would you rate your level of satisfaction with this encounter? (Circle the most appropriate number).
Very dissatisfied
1
2
3
4
5
6
7
Very satisfied
5. What exactly made you feel this way?
Because the employee did not talk at all
6. What could the employee/firm have done to increase your level of satisfaction with the encounter?
They should treat the customer better. The service is seriously so bad. I feel that they are actually really rude.
7. What improvements need to be made to this service system?
Actually the service system is not bad because it is a self-service restaurant. But I think the company should tell the employees to have more interaction with the customers to make a good and friendly impression.
8. How likely is it that you will go back to this service firm?
Very Unlikely
1
2
3
4
5
6
7
Ver ...
BUS 313 – Student NotesCOURSE DESCRIPTIONThis course intro.docxhartrobert670
BUS 313 – Student Notes
COURSE DESCRIPTION
This course introduces the students to the key components of entrepreneurship. Topics covered include identifying new venture opportunities, getting started in a new venture, creating a business plan, financing and marketing ideas, and organizing and managing a small business.
INSTRUCTIONAL MATERIALS
Required Resources
Kaplan, J. M., & Warren, A. C. (2013). Patterns of entrepreneurship management (4th ed.). Danvers, MA: John Wiley & Sons.
Supplemental Resources
Fast Company. (2013). General format. Retrieved from www.fastcompany.com
Hess, E. D. (2012). Grow to greatness: Smart growth for entrepreneurial businesses. Stanford, CA: Stanford University Press.
Inc. Magazine. (2013).General format. Retrieved from www.inc.com
Schweikart, L. & Pierson, D. L. (2010). American entrepreneur: The fascinating stories of the people who
defined business in the United States. New York, NY: American Management Association.
Stanford Graduate School of Business. (2013). Center for Entrepreneurial Studies. Retrieved from http://www.gsb.stanford.edu/ces/resources/links.html
COURSE LEARNING OUTCOMES
1. Examine entrepreneurship and different types of entrepreneurs.
2. Analyze the stages in the entrepreneurial process.
3. Examine the process of innovating and developing ideas and business opportunities.
4. Analyze different innovative business models to determine the best model for a specific venture.
5. Analyze the market, customers, and competition of entrepreneurs.
6. Examine the process of developing a business plan and setting up the company.
7. Analyze money sources for finding and managing funds.
8. Compare the different forms of intellectual property and how they differ.
9. Analyze the management of a successful innovative company.
10. Determine the most effective communication process to present the business to investors.
11. Analyze methods for exiting the venture.
12. Use technology and information resources to research issues in entrepreneurship.
13. Write clearly and concisely about entrepreneurship using proper writing mechanics.
WEEKLY COURSE SCHEDULE
The standard requirement for a 4.5 credit hour course is for students to spend 13.5 hours in weekly work. This includes preparation, activities, and evaluation regardless of delivery mode.
Week
Preparation, Activities, and Evaluation
Points
1
Preparation
· Reading(s)
· Chapter 1: Getting Started as an Entrepreneur
· Chapter 2: The Art of Innovation
Activities
· Introduction Discussion
· Discussions
Evaluation
· None
20
20
2
Preparation
· Reading(s)
· Chapter 3: Designing Business Models
· e-Activities
· Go to Minority Business Entrepreneur (MBE) Website and explore the organization’s offerings, located at http://www.mbemag.com/. Then, go to the MBE Business Resource Directory, located at http://www.mbemag.com/index.php/resources/mwbe-resource-directory, and consider two to three businesses that would be good partners for one another. Be ...
BUS 1 Mini Exam – Chapters 05 – 10 40 Points S.docxhartrobert670
BUS 1
Mini Exam – Chapters 05 – 10
40 Points
Short Answer – Mind your time
Answer four questions from #1 - #6. Must answer #3 and #6. Answer
the XC question for extra credit. Question point count weighted equally.
It is all about business, so make sure to demonstrate / synthesize the bigger picture of business in each and
every answer.
Like all essays, specifying an exacting target word count is rather problematic. I am thinking each answer
would be about 250 - 300 words each, depending upon writing style. If you tend to be descriptive and whatnot,
that number could be 350 - 450 words.
Sidebar: Gauge your knowledge level in this way. This exam should take about 90 – 120 minutes to complete.
Students taking much longer may want to work with me to assess / discuss ways to help master this material in
a future conference session.
1. Although most new firms start out as sole proprietorships, few large firms are organized this way. Why
is the sole proprietorship such a popular form of ownership for new firms? What features of the sole
proprietorship make it unattractive to growing firms?
2. List and discuss at least three causes of small business failure. Workarounds, fixes, or methods to avoid
failure should be discussed.
3. Describe three different leadership styles and give an example of a situation in which each style could be
most used effectively.
4. Discuss Max Weber's views on organization theory. Is there a few principles that particularly resonate
in business today?
5. How has the emphasis of quality control changed in recent years? Describe some of the modern quality
control techniques that illustrate this change in emphasis.
6. Explain how managers could motivate employees by using the principles outlined in expectancy
theory? Create a story/example of expectancy theory at work, incorporating the three questions that
according to expectancy theory employees will ask.
7. XC – What is selective perception? Can you describe a business-centric scenario where selective
perception may hinder a businessperson’s ability to respond to a customer need?
I
Fireworks, Manifesto, 1974.
The Architectural Paradox
1. Most people concerned with architecture feel some sort
of disillusion and dismay. None of the early utopian ideals
of the twentieth century has materialized! none of its social
aims has succeeded. Blurred by reality! the ideals have turned
into redevelopment nightmares and the aims into bureau
cratic policies. The split between social reality and utopian
dream has been total! the gap between economic constraints
and the illusion of all-solving technique absolute. Pointed
Space
out by critics who knew the limits of architectural remedies,
this historical split has now been bypassed by attempts to
reformulate the concepts of architecture. In the process, a
new split appears. More complex, it is not the symptom of
prof ...
BullyingIntroductionBullying is defined as any for.docxhartrobert670
Bullying
IntroductionBullying is defined as any form of severe physical or psychological consequences.Bullying has been identified as a social issue in schools, homes and communities.Bullying can lead to both short term and long negative side effects.
Bullying is defined as any form of severe physical or pervasive act that includes communication in writing, electronically that is aimed at a student, or a group of student and it could have the following effects on the target. Bullying has been identified as a social issue in schools, homes and communities. Bullying can lead to both short term and long negative side effects. Many people tend to develop psychological problems as a result of engaging in bullying activities. Adopting effective measures to prevent bullying would also help to deal with the problem once and for all.
*
Forms of BullyingMere teasing.Talking trash about other peopleTrading insults.Physical harassment
The following actions have been identified as physical conduct forms that demonstrate forms of bullying. They include; Mere teasing.
Talking trash about other people. This shows an example of bullying that is practiced by people. Trading insults has also been widely recognised as a form of bullying. Physical harassment
*
Effects of BullyingBullying can lead to both long term and short term side effects.Bullying can change personalities, psychological wellbeing and even lead to physical injuries.Negatively affecting the students’ mental or physical health
Bullying has serious negative consequences for the people who do practice it. Bullying can lead to both long term and short term side effects.
Bullying can change personalities, psychological wellbeing and even lead to physical injuries. People who have been bullied tend to development long term problems such as depression. Development of stress tends to happen once people have engaged in actions that lead to bullying. This is because the actions against bullying tend to overpower the minds and also brings in psychological problems,.
*
A graphic showing No to Bullying
All forms of bullying are not acceptable in the society.
*
How to Prevent BullyingTaking immediate action.Dealing with bullies physically.Criminalizing actions against bullying.
In order to deal with bullying effectively, several measures should be enacted to prevent any form of bullying. Measures such as taking immediate action upon any case of bullying would help to deter the action from ever arising again. The other solutions entail taking immediate forms of action would also help to prevent the act from ever occurring. Dealing with bullies physically and also criminalizing actions against bullying helps to prevent it at all costs. Social and emotional learning is a bullying prevention mechanism aimed at ensuring that students do not fall victim to bullying by equipping them with social and emotional skills. This technique is aimed at ensuring that students are equipp ...
BUS1001 - Integrated Business PerspectivesCourse SyllabusSch.docxhartrobert670
This syllabus outlines the course objectives, assignments, schedule, and policies for BUS1001 - Integrated Business Perspectives. The course introduces students to the role of business in society and explores career opportunities through team projects, case studies, quizzes, and discussions. Student evaluation is based on participation, assignments, and a final project to demonstrate understanding of business perspectives and principles.
BUMP implementation in Java.docxThe project is to implemen.docxhartrobert670
BUMP implementation in Java.docx
The project is to implement the BUMP client in java, with window size 1. Here is an overview of the three WUMP protocols (BUMP, HUMP, and CHUMP). Here are the files wumppkt.java, containing the packet format classes, and wclient.java, which contains an outline of the actual program. Only the latter file should be modified; you should not have to make changes to wumppkt.java.
What you are to do is the following, by modifying and extending the wclient.java outline file:
· Implement the basic transfer
· Add all appropriate packet sanity checks: timeouts, host/port, size, opcode, and block number
· Generate output. The transferred file is to be written to System.out. A status message about every packet (listing size and block number) is to be written to System.err. Do not confuse these!
· Terminate after a packet of size less than 512 is received
· Implement an appropriate "dallying" strategy
· send an ERROR packet if it receives a packet from the wrong port. The appropriate ERRCODE in this case is EBADPORT.
An outline of the program main loop is attached
recommended that you implement this in phases, as follows.
1. Latch on to the new port: save the port number from Data[1], and make sure all ACKs get sent to this port. This will mean that the transfer completes. You should also make sure the client stops when a packet with less than 512 bytes of data is received. Unless you properly record the source port for Data[1], you have no place to which to send ACK[1]!
2. For each data packet received, write the data to System.out. All status messages should go to System.err, so the two data streams are separate if stdout is redirected. To write to System.out, use System.out.write:
System.out.write(byte[] buf, int offset, int length);
For your program, offset will be 0, buf will typically be dpacket.data(), where dpacket is of type DATA (wumppkt.DATA). The length will be dpacket.size() - wumppkt.DHEADERSIZE (or, equivalently, dg.getLength() - wumppkt.DHEADERSIZE, where dg is a DatagramPacket object).
3. Add sanity checks, for (in order) host/port, packet size, opcode, and block number.
4. Handle timeouts, by retransmitting the most recently sent packet when the elapsed time exceeds a certain amount (4 seconds?). One way to do this is to keep a DatagramPacket variable LastSent, which can either be reqDG or ackDG, and just resend LastSent. Note that the response to an InterruptedIOException, a "true" timeout, will simply be to continue the loop again.
5. Add support for an dallying and error packets. After the client has received the file, dallying means to wait 2.0 - 3.0 timeout intervals (or more) to see if the final data packet is retransmitted. If it is, it means that the final ACK was lost. The dally period gives the client an opportunity to resend the final ACK. Error packets are to be sent to any sender of an apparent data packet that comes from the wrong port.
vanilla Normal transfer
lose Lose ever ...
BUS 303 Graduate School and Further Education PlanningRead and w.docxhartrobert670
BUS 303 Graduate School and Further Education Planning
Read and watch pieces on Planning for Graduate School. Answer related questions and write an essay.
· Read about earning a Master’s Degree.
· https://www.gradschools.com/masters/business
· Choose and read about two Master’s degree programs from the left hand column of Subject Selection options (image below) found on the webpage https://www.gradschools.com/masters/business
1-Report - List two subject that you selected to read/research:
One: ____________________
Two: _____________________
2-Discover:
Conduct research on two Master’s degree programs related to your undergraduate major that are offered by Virginia, DC, or Maryland Universities. Choose programs at two separate universities. If you are interested in other universities outside of this area, please feel free to research them as alternatives.
Discover information such as: What are the application processes, preferred GPA, required entrance exams, or prerequisites. What are the options for study (full time study, part time study, face-to-face classes or online classes)? What is the typical timeframe for completing the graduate program? What are the typical career opportunities for graduates from the Master’s program?
Section One- First - University and Graduate Program:
List the university and graduate program that you researched. Answer the research questions with words, phrases, or sentences.
· University and graduate program that you researched
(Enter information here)
· What are the application processes, preferred GPA, required entrance exams, or prerequisites?
· What are the options for study (full time study, part time study, face-to-face classes or online classes)?
· What is the typical timeframe for completing the graduate program?
· What are the typical career opportunities for graduates from the Master’s program?
Section Two: Second - University and Graduate Program
List the university and graduate program that you researched. Answer the research questions with words, phrases, or sentences.
· University and graduate program that you researched
· What are the application processes, preferred GPA, required entrance exams, or prerequisites?
· What are the options for study (full time study, part time study, face-to-face classes or online classes)?
· What is the typical timeframe for completing the graduate program?
· What are the typical career opportunities for graduates from the Master’s program?
3-Write:
Questions to answer in an essay with at least 400 words. The expectation is that the essay in made up of flowing sentences that are organized in to paragraphs. WORD formatted document is required.
· What did you learn about Master’s degree programs and earning a Master’s degree? If you have researched graduate programs in the past, what are the most important aspects of information that you learned about graduate education opportunities?
(At least one paragraph)
· List and discu ...
Bulletin Board Submission 10 Points. Due by Monday at 900 a.m..docxhartrobert670
Bulletin Board Submission: 10 Points. Due by Monday at 9:00 a.m.
As you've learned, it is important to be able to determine the elements of a crime and there are several places to turn for assistance in doing so.
First - Look at the statute for the crime. For example, in New York, the statute for Petit Larceny is Penal Law 155.25.
Second - Check to see if any of the terms in the statute are defined in another statute. For example, in New York, Larceny is defined in Penal Law 155.05
Third - If the elements are not clear from the statute, you may want to research case law to see if the courts have established the elements for the crime.
Fourth - Always remember to check the Jury Instructions.
They are an excellent source for identifying the elements, as this is how the court explains the crime to the jury.
Many states are now posting their Jury Instructions on the internet.
Section One –
Keeping the above in mind, please provide the statute under which a Defendant in your state would be charged with Rape (1st Degree if your state breaks it down in that manner) In addition, provide any relevant statutory definitions and an overview of the Jury Instructions. Then, provide cases addressing at least one of the elements of the statute.
Section Two –
Discuss whether or not a woman can be charged with Rape in your state. If not, what could she be charged with?
...
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docxhartrobert670
BUS 371
Fall 2014
Final Exam – Essay
65 points
Due: Monday, December 9 at 11:59 p.m. EST (Blackboard submission)
Directions:
Part One (this part) of your final exam is to be just that – yours! I expect you will work independently of your classmates to complete the exam.
As always in BUS 371, your grade will be affected by the quality of your writing – clarity, spelling, grammar, syntax, etc.
1. How has this course changed your view and/or understanding of management and its role in contemporary organizations? In your answer, compare your understanding/perception of management at the beginning of the class with your current understanding/perception. Be specific and honest. (10 points)
2. Would you describe your experience with your class team in BUS 371 as better than most of your experiences with previous class teams, about the same as most of your experiences with previous class teams, or worse than most of your experiences with previous class teams? Be specific and explain what happened with your team for you to form your impression. (10 points)
Depending on your answer to question 2, you will answer EITHER question 3 or question 4.
3. If your experience with your class team was better than most of your experiences with previous class teams, what do you think contributed to the positive experience? From what you’ve learned in BUS 371 this semester, what can you do, as an individual student, in future class (and workplace) teams to contribute to their success? Be specific in your answer. (If your experience with your class team in BUS 371 this semester was about the same or worse than your previous experiences with class teams, skip this question and answer question 4.) Be specific in your answer, referring to course material as appropriate. (10 points)
4. If your experience with your class team was about the same or worse than your experiences with previous class teams, what can you do, as an individual student, in future class (and workplace) teams to increase their success? Be specific in your answer, referring to course material as appropriate. (10 points)
5. What do you consider to be your most important “take aways” from this course? In other words, what concepts and/or ideas have you found most interesting? What elements of the course do think will be most likely to be useful to you when you become a manager?
NOTE: Be sure to include both what you’ve found most interesting and most likely to be useful from the course. (10 points)
6. Define, compare and contrast content, process and reinforcement theories of motivation, giving and explaining an example of each. How could a manager apply each of the theories in the workplace? Your answer should be specific and clearly demonstrate your understanding of these motivation theories and their application. (25 points)
feedback for group work:
Business 371 - Fall 2014
Individual Assignment Five
Peer Assessment – Round Two
Due: Friday, December 5 (submitted i ...
Burn with Us Sacrificing Childhood in The Hunger GamesSus.docxhartrobert670
This document provides a summary and analysis of the novel The Hunger Games by Suzanne Collins. It discusses how the novel depicts the sacrificing of childhood through the Hunger Games, where children are forced to fight to the death for entertainment. It explores themes of childhood, desire, identity formation, and how entering adulthood involves both recognition of culturally defined childhood as well as its loss. A key part of the analysis focuses on how the protagonist Katniss Everdeen develops a sense of self and is able to articulate her identity and desires through her experiences in the Hunger Games arena.
BUS 305 SOLUTIONS TOPRACTICE PROBLEMS EXAM 21) B2) B3.docxhartrobert670
BUS 305: SOLUTIONS TO
PRACTICE PROBLEMS EXAM 2
1) B
2) B
3) No, fan pattern (heteroscedasticity)
4) No, nonlinear relationship between X and Y
5) The black line is the regression line because it get closest to the sample points (minimizes error between the points and the line). The red line has a larger error; that is, larger total distance from points to the line.
6) Because it is reasonable to suppose that costs are dependent on production volume (since units are produced, directly resulting in costs), then regression is more appropriate for this data since regression is appropriate when an cause-and-effect relationship is assumed.
7) C
8) a) r = 0.8;
b) T = 1.31;
c) p = 0.117
d) There is no evidence of a significant correlation between X and Y in the population because we did not reject the null of H0: = 0.
9) Note: the following are not complete answers to Question 11; they are just enough for you to know whether your short answer addressed the correct things.
a) 1 = population slope, b1 = sample slope. On exam, would also want to address what you know (or don’t know) about each of these and how each is found.
b) An outlier can “drag” the regression line toward it. On the exam, also think about how this would affect the quality of your regression model and the predictions.
10) Yes, there appears to be a straight line relationship between the variables. Linear regression appears to be appropriate. The regression output is:
11) a) T = -0.09, p = 0.929, do not reject Ho, conclude there is no evidence of a relationship
b) R2 = 0.002 = 0.2%, No because value is very close to zero
c) Correlation = r = -0.0421. No, there is not a strong relationship between these variables. The correlation is nearly 0.
d) Regression line is Y^ = 1.26 – 0.035X.
Y^ = 1.26 – 0.035(100) = 1.26 – 3.5 = -2.24. No this does not make sense because you cannot have a negative number of near misses. It is not wise to predict with this model. The R-squared value is extremely low (essentially 0%), which means that there is no relationship at all between near misses and flights in this data. Therefore, predicting misses from flights is meaningless.
e) b1 = -0.035. As Number of flights increases by 1, we expect number of near misses to go down by 0.035. Or, put another way, as flights increases by 1000, we expect number of near misses to go down by 35. No, this does not make sense. We would assume that as flights increase, so would near misses.
12) a. Multiple regression is a direct extension of simple regression, except that now we have more than one independent (X) variable.
b. Note: the following is not a complete answer; it is just enough for you to know whether your short answer addressed the correct things: Multicollinearity is when the independent variables are highly correlated with one another. On the exam, also indicate how this affects the model, how one can identify if it is present, and what can be done to correct it.
c. Dummy variables are us ...
Burgerville- Motivation Goals.
Peer-reviewed articles.
Here are some articles I found:
1) Employees Motivation in Organizations: An integrative literature
Review:
http://www.ipedr.com/vol10/106-
S10089.pdf
2) Impact of Employees Motivation on Organizational
Effectiveness:
http://iiste.org/Journals/index.php/EJBM/article/viewFile/265/150
3) Shareholders win when employees are motivated:
http://www.forbes.com/2009/08/23/employee-motivation-stocks-intelligent-investing-returns.html
1. THE THEORY OF PURPOSEFUL- WORK BEHAVIOR: THE ROLE OF PERSONALITY, HIGHER-ORDER GOALS, AND JOB CHARACTERISTICS
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=fa02d089-2c07-4af2-8637-23192c8c3b1f%40sessionmgr4004&vid=14&hid=4209
0. Relative Importance and Utilityof Positive Worker States: A Reviewand Empirical Examination
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=fa02d089-2c07-4af2-8637-23192c8c3b1f%40sessionmgr4004&vid=27&hid=4209
Cam Sommer
1. http://psycnet.apa.org/journals/apl/72/4/658/
Comparative analysis of goal setting theories across cultures
0. http://amj.aom.org/content/29/2/305.short
Effects of Team building and goal setting on productivity: A field Experiment
The first employee’s interview
Mr. Kay Nguyen is working at Burgerville for over 2 years. He said that working at Burgerville is only temporary while attending school. The hour he works is outside of his school time, so it helps pay for tuition. The work is very busy during high traffic hours, especially at the drive-through during dinnertime. His main responsibility is handling cashier, but he often help others where needed. He starts pay at minimum wages.
His supervisor encourages employees from time to time, but the wage is very low for employee to stay. He explains that turnover at Burgerville is below average compare to other place he has worked before.
Goal Setting:
What did you learn from this job? How does it impact your future? I encounter customers every day, I learn a lot about customer service in person. He dealt with all type of customers. He learned about servicing and created a friendly environment for customers
While studying and working, his self-motivation can encourage his learning and success, whatever be the scenario. He won’t stop staying here as a cashier. He will keep pushing himself to reach his goal setting
What are your obstacles? How do you deal with it? The most frustrate situation he endures during his tenure at Burgerville is the irresponsibility of other employees. They sometime either do not show up for work or call in. This creates a lot of pressure at work, as he has to cover for their shift. He usually has to stay extra hours to clean up and cover for other shifts.
Does BurgerVille create rewards or something to motivate its employee? Does it make you feel happy or comfortable when working there? Mr. Nguyen’s supervisor usually awards his employees with movie tickets for their performances. Also, they are a ...
Bullying Bullying in Schools PaperName.docxhartrobert670
Bullying
Bullying in Schools Paper
Name
Class
Date
Professor
Bullying in Schools Paper
Bullying is mean spirited and unwanted intimidation by another student. Bullying can come in many different forms but the result is an imbalance of power where one student suffers physical and verbal attacks as well as social exclusion. The bully repeatedly focuses in on their victims and subjects them to continued harassment and false rumors. Bullying causes the victims extreme emotional damage and lifelong pain but occurs most commonly in the school setting. In order to ensure that bullying is prevented the educational system will need to become more proactive and create programs and services designed to educate, reduce, deter and punish bullying.
Types and Extent of Bullying
The three types of bullying experienced by the youthful victim in the school setting consist of verbal and physical assaults as well as social exclusions. The types of verbal threats the victims of bullying suffer are name calling, false gossip, lewd sexual comments, taunts, and threats to cause harm. Physical assaults include hitting, kicking, pushing, tripping, pinching, and spitting on the victim. Social exclusions includes the bully taking steps to isolate the victim from peers by leaving them out of social events or gatherings and talking rudely about them to other peers. Other students will fear the bully and go along with their mean spirited actions. The victim will be isolated and the bully will take steps to embarrass the student in front of other peers. The bully will spread malicious rumors and make rude comments to the victim.
Adolescents are extremely sensitive to rejection and the opinions of peers, both of which can serve as catalysts for revenge (Booth, 2011). The result is the bullying becomes escalated and the victim takes revenge on the bully or physical altercations occur. Bullying is a major problem in society. While bullying occurs most in the school setting there are other places where bullying occurs. Bullies target victims using social networks and will bully them at social events. Victims of bullies are harassed and attacked on school buses and on school playgrounds as well as in the victim’s neighborhood. While bullying can happen anywhere it is most prevalent in schools making it the responsibility of educational systems to take steps to see it stopped.
In 2001 in a report conducted by the Bureau of Juvenile Justice Statistics it was discovered that 20% of all students will be bullied while in high school while the number creeps up to almost 30% when dealing with school children from second to sixth grade (DeVoe, 2009). This comes to one in seven students from kindergarten to twelfth grade being victims of bullying. Over half of the students surveyed have been witness to bullying in the school setting and over 70% find bullying is a real issue in their school as well as the report found girls where far more ...
Building Design and Construction FIRE 1102 – Principle.docxhartrobert670
The document discusses building design and construction for fire safety. It outlines five objectives of fire-safe design: life safety, property protection, continuity of operations, environmental protection, and historical preservation. It also describes different types of building construction including non-combustible (Type I-II) and combustible (Type III-V) structures. Testing and ratings of construction materials are discussed in relation to flame spread, smoke development, and fire resistance.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
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Beyond Wages and Working ConditionsA Conceptualization of.docx
1. Beyond Wages and Working Conditions:
A Conceptualization of Labor Union Social
Responsibility Cedric Dawkins
ABSTRACT. This article integrates theory and concepts
from the business and society, business ethics, and labor
relations literatures to offer a conceptualization of labor
union social responsibility that includes activities geared
toward three primary objectives: economic equity,
workplace democracy, and social justice. Economic,
workplace, and social labor union stakeholders are iden-
tified, likely issues are highlighted, and the implications of
labor union social responsibility for labor union strategy
are discussed. It is noted that, given the breadth of labor
unions in a global work environment, labor union social
responsibility also has implications for NGOs, corpora-
tions, and how corporate social responsibility is viewed
2. going forward. This article concludes by noting that the
nexus of labor relations and corporate social responsibility
warrants more attention in management and labor rela-
tions literatures.
KEY WORDS: labor unions, corporate social responsi-
bility, social responsibility
‘‘We have first the typical assumption of all reformers
in all ages … that economic and social conditions can,
by deliberate human intervention, be changed for the
better.’’ Industrial Democracy, Sidney and Beatrice
Webb – 1897
The issues currently driving the discussion about
corporate social responsibility (CSR) – the proactive
engagement in stakeholder issues to assure positive
societal impact while enhancing corporate viability –
are increasingly complex; human and workers’
rights, global supply networks, and governance (or
the lack thereof), issues that also involve the gov-
ernments, non-governmental organizations (NGOs),
3. and labor unions with whom corporations interact.
As a consequence, CSR research is expanding
beyond how business firms address their responsi-
bilities, to how those responsibilities are framed
altogether. Some research employs the term corporate
citizenship to describe the social role of business and
suggests that as powerful public actors businesses
have a responsibility to provide and respect basic
civil, social, and political rights (Matten and Crane,
2005; Wood and Logsdon, 2001). Some other
research studies suggest that global supply networks
are political and economic entities that are best
viewed from a political perspective (Levy, 2008;
Scherer and Palazzo, 2007), or emphasize the
growing role of NGOs as partners in CSR efforts
(Jamali and Keshishian, 2008). Largely absent from
these discussions are the labor unions, who are the
vital corporate partners and important organizations
4. in their own right.
Labor union’s reticence toward CSR begins with
skepticism about the voluntary nature of CSR that
circumvents the contractually binding provisions of
collective bargaining. There is also general labor
union’s
1
wariness about the stakeholder framework,
and specific concerns about CSR programs that it
tends to equate labor unions with other stakeholders.
Some unionists believe stakeholder status implies a
separate and subsidiary role, alongside the local
community and others, rather than recognizing
unions as equal partners in the business enterprise.
Moreover, while CSR stresses the importance of
identifying and engaging stakeholders, it emphasizes
unilateral managerial decision making and rarely
refers to the type of power that workers exercise
5. through their trade unions (Justice, 2003). As a
result of these misgivings, some labor unions have
Journal of Business Ethics (2010) 95:129–143 � Springer 2009
DOI 10.1007/s10551-009-0342-3
concluded that CSR is simply another management
system that will be used to undermine union stature
and influence. They prefer a version of CSR that
complements, but does not replace, legislation on
economic and social rights and environmental stan-
dards and is more deferential to collective bargaining
(Mather, 2006; Preuss et al., 2006).
Other labor union leaders believe unions should
collaborate with organizations concerned about the
social ramifications of business. They contend that
CSR is an enduring part of the business landscape
and failing to engage social responsibility merely
plays into the hands of businesses that are trying to
use CSR to forestall regulation. Engaging CSR also
6. affords union leaders an opportunity to promote
compliance with regulatory standards and respect for
the role of labor unions (International Confederation
of Free Trade Unions, 2001). Hence, labor unions
should lay claim to a role in CSR, make their
viewpoints known, and take on the challenge of
thwarting business attempts to supplant government
regulation with CSR (FNV Mondiaal, 2004).
As the loyal opposition, and hybrid organizations
that simultaneously embrace and challenge the cor-
porate structure, labor unions are uniquely posi-
tioned to present a view of social responsibility that
speaks to both benefactors and beneficiaries. More
importantly, in the current business and social
environment, labor unions will also be challenged
regarding the social ramifications of their activities.
For example, even as most Americans recognize the
need for labor unions, they question union pro-
7. ductivity and economic impact (Panagopoulos and
Francia, 2008). Even so, there is no clear formulation
of labor union social responsibility. While the
management literature has focused on CSR, as if
corporations are the only organizations with social
responsibilities, labor relations research is largely
devoid of discussion about labor union responsibil-
ities to society. Labor unions, however, were early
purveyors of the tenets of CSR – an equitable wage,
humane working conditions, due process for
workers, and concern for marginalized communities.
The objective of this article is to provide a con-
ceptual model of social responsibility for labor
unions and discuss its implications. In what follows, I
will contend that labor union social responsibility (a)
is derived from institutional imperatives and the
social contract, (b) occurs within the context of
expected functions, day-to-day activities, (c) requires
8. the control or influence of something of value, (d) is
directed toward stakeholders, and (e) has ramifica-
tions for strategy and practice.
Foundations for labor union social
responsibility
Social responsibility connotes organizations having a
role in society that extends beyond laws and regu-
lations to maintaining a level of behavior that is in
concert with the prevailing social norms, values, and
expectations (Sethi, 1975), and encompasses a wide
range of economic, legal, ethical, and philanthropic
activities that society expects of powerful organiza-
tions (Carroll, 1991). Institutional and social
exchange theories and deontological ethics are bases of
social responsibility that have primarily been directed
toward other organizations, but provide a sound
rationale for labor union social responsibility as well.
According to institutional theory, institutions such as
9. government, professional groups, and interest groups
jointly specify rules, procedures, and structures for
organizations as a condition for granting legitimacy –
the general perception that the actions of an entity are
acceptable within the normative parameters of society
(Meyer and Rowan, 1977; Suchman, 1995). To the
extent that an organization’s interactions and contri-
butions are viewed favorably, it achieves the legiti-
macy – congruency between the values, norms, and
expectations of society and the activities and outcomes
of the organization (Ashforth and Gibbs, 1990) – that
is essential to its viability and vitality (Aldrich and Fiol,
1994; Scott, 1995). Labor unions, such as other social
institutions, depend on society’s acceptance and must,
therefore, operate in a manner that garners societal
approval.
A second source of labor union social responsi-
bility is the social contract. According to Blau
10. (1964), an implicit social contract is established when
one party provides something of benefit to another
that produces a reciprocal obligation. In order to
discharge this obligation, the second must furnish
benefits to the first in turn. Donaldson and Dunfee
(2002) refer to implicit understandings or ‘‘con-
tracts’’ that bind industries, companies, and eco-
nomic systems into moral and ethical communities.
These social contracts are necessary because society
130 Cedric Dawkins
confers privileges on certain organizations that
contribute to important societal goals. That privi-
lege, however, must be accompanied by constraints
because privilege can result in a number of trou-
blesome social outcomes (Aldrich, 1999; Valasquez,
1996). For example, because labor unions monop-
olize labor, their actions can disrupt the availability
11. of vital goods and services. Societal institutions
provide the prerogative for organizations to operate
in the public sphere, but to maintain legitimacy,
those organizations must reciprocate with benefits
for society.
The final source of labor union social responsibility
is ethical obligation. Deontological ethics focuses on
the actions themselves, rather than on consequences,
and its tenets of moral duty and justice form the ethos
of the labor movement. Samuel Gompers, first pres-
ident of the American Federation of Labor, empha-
sizes moral standing in tandem with the teleological
objective of equitable demands by stating,
Labor needs to be strong through … the justice of its
cause, and the reasonableness of its methods. It relies
on moral suasion because of its conviction that its
demands are generally equitable, and picketing is as
necessary to the employment of moral influence as the
12. boycott is necessary to the proper use of the moral
power wielded by labor and its sympathizers (U.S.
57th Congress, 1902, p. 61).
As a consequence, institutions such as the Catholic
Church and the United Nations have supported
labor unions as a vehicle for improving working
conditions and recognizing human potential (Paul
XXIII, 1991; Thomas, 2009; United Nations,
2008). This support is based on the perceived
morality of labor union appeals and the expectation
that unions will continue their commitment to
moral causes.
Labor union voice
Responsibility, giving account for conduct and
obligations, implies that an entity is consequential in
that it influences, possesses, or produces an outcome
of value. For labor unions that outcome of value is
voice. According to Hirschman (1970, p. 30), voice is
13. ‘‘the ability to change, rather than accept or escape
from, an objectionable state of affairs,’’ and is often
accompanied by the capacity to provide due process
in the hearing of a concern, information about issues
of interest, and safeguards against reprisals for
unpopular views (Budd and Scoville, 2005). As a
direct channel of communication between workers
and employers, voice enables workers to express dis-
content and change the workplace relation without
quitting, slowdowns, or sabotage.
It is often assumed that a union’s most important
asset is its ability to improve the earnings of its
members, but wages are a deficient indicator of
labor union value. After voice is established
through collective action, workers can employ that
voice to any number of interests, including wages.
The market, however, tends to constrain the union
wage premium to approximately 15% such that it
14. has been relatively stable (Hirsch and Macpherson,
2000; Wunnava and Peled, 1999) or declining
(Bennett and Kaufman, 2007; Blanchflower and
Bryson, 2004) over the last several decades. Thus,
rather than unions having voice because of their
monopoly wage power, it is the promise of voice –
monopoly wage power is derived from collective
bargaining – that inspires workers to form unions.
In a survey of union members, Waddington and
Whitston (1997) found that 72% chose support if I
had a problem at work as a reason for joining a labor
union, compared to 36% that cited improved pay and
working conditions.
2
This outcome is consistent with
classic labor union research (e.g., Parker, 1920;
Tannenbaum, 1951) maintaining that preserving
workers’ dignity is the primary motive for union-
ization.
15. If, as proposed here, the primary union activity is
to articulate its members’ concerns, then the cur-
rency for labor unions is voice, not wages. Gross
(2002, p. 70) states, ‘‘a full human life requires the
kind of participation in the political, economic, and
social life of the human community that enables
people to have an influence on the decisions that
affect their lives.’’ Of course, labor union members
are the primary beneficiaries of voice, but the fun-
damental necessity of voice makes it valuable to
other union stakeholders as well. Since voice is the
currency of labor unions, labor union impact on
society occurs through advocacy, the use of voice to
advance its interests and objectives.
131A Conceptualization of Labor Union Social Responsibility
Objectives of labor union social
responsibility
16. With the exception of egregious behavior, social
responsibility usually does not require a radical
departure from an organization’s normal operations,
but rather engaging in their roles and activities in a
way that is consistent with prevailing ethical stan-
dards and societal expectations. With that in mind, a
characterization of labor union social responsibility
must address a central question, where do unions
have societal impact? As shown in Table I, I draw
from a range of perspectives on labor union roles and
activities to identify three primary objectives: (a)
economic equity, which is geared toward gaining
equitable wages and benefits, (b) workplace
democracy, which is centered on social standing at
work through democratic processes and procedures
(e.g., due process), and (c) social justice, which
focuses on justice in the broad societal context
through participation as a members of the polity.
17. Freeman and Medoff (1984) describe two faces of
unionism, the monopoly face whereby unions em-
ploy collective bargaining to provide wage and
benefit premiums to their members, and the col-
lective voice face whereby the union establishes
mechanisms for fair treatment in the workplace.
These two faces of unionism coincide with the
economic equity and workplace democracy objec-
tives of social responsibility. Godard’s (1997) survey
of Canadian workers resulted in five union roles: (a)
economic, maximizing wages and benefits; (b)
workplace democratization, securing worker rights
and protections; (c) integrative, providing orderly
conflict resolution mechanisms; (d) social demo-
cratic, addressing broader social issues, and (e) con-
flict, countervailing the corporate agenda as a general
advocate for workers. Godard’s economic role is
consistent with the economic equity objective and
18. the workplace democratization and integrative
functions are subsumed in the workplace democracy
objective. The social democratic and conflict activ-
ities are entailed in the social justice objective
because the social interests of workers are largely
addressed by competing against businesses for
favorable regulations and social legislation.
Based on the experience of European labor
unions Hyman (1996) offers four union identities:
(a) collective bargaining, maximizing wages and
benefits; (b) workplace governance, establishing due
process mechanisms and limits to arbitrary employer
authority; (c) schools of war, advocacy of regulatory
and macroeconomic policies that effect wage rates;
and (d) advocacy on quality of life issues such as the
environment and consumer protection. The collec-
tive bargaining and workplace governance activities
that Hyman identifies align with the economic
19. equity and workplace democracy objectives of union
social responsibility, while the schools of war and
quality of life identities align with the social justice
objective. Budd et al. (2004) propose that the three
primary objectives for the employment relationship
are efficiency, equity, and voice. Their objective of
efficiency equates to the economic equity objective
and the equity and voice objectives equate to
the workplace democracy objective. They do not
make a connection between the objectives pursued in
the workplace and social conditions on the outside.
Finally, the moral foundations of work presented by
Kochan and Shulman (2007), efficiency, dignity, and
social solidarity, align closely with the economic
equity, workplace democracy, and social justice
objectives, respectively.
The efforts to improve the financial standing of
workers can be effective because of collective
20. activities such as negotiations, work actions, strikes,
and corporate campaigns. Workplace democracy is
achieved by continually negotiating the collective
bargaining agreement through the grievance and
arbitration procedures. Unions contend that corpo-
rate legal rights have been extended through the
International Financial Institutions (e.g., WTO,
International Monetary Fund, World Bank) and
trade agreements, but worker representation has not
kept pace. Obviously labor unions must deliver
financial benefits to their members to remain viable
but, because the social and political aspirations of
their stakeholders are so closely linked to their
financial well-being, unions are called upon to
address those aspirations as well. Social justice occurs
through political means such as corporate campaigns
and other activities that raise awareness, but also by
bargaining on behalf of stakeholders. For example,
21. some global union federations have reached Inter-
national Framework Agreements with particular
global corporations that secure workers’ rights to
freedom of association and collective bargaining, and
prohibit forced labor, child labor, and workplace
132 Cedric Dawkins
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133A Conceptualization of Labor Union Social Responsibility
discrimination. Each of the objectives of labor union
social responsibility exists simultaneously and any
given labor union activity can embody economic,
workplace, and social motives.
Stakeholders and labor union social
63. responsibility
In developing a conceptual framework for labor
union social performance, it is necessary not only to
specify the nature (economic, workplace, social) of
those responsibilities but also to identify the stake-
holders toward whom beneficial policies and activ-
ities are directed, and to whom accountability is
due. According to Rest (1986, p. 7) the foundation
of ethical decision making is moral awareness,
‘‘…[having] been able to make some sort of inter-
pretation of the particular situation in terms of what
actions were possible, who (including oneself) would
be affected by each course of action, and how the
interested parties would regard such effects on their
welfare.’’ Applying the concept of moral awareness
to labor unions at the organizational level, if labor
unions are able to determine who is affected by their
activities, then they have sound a basis on which to
employ a deontological approach of pursuing pro-
64. grams that may be unrelated to union members, or a
teleological approach of directing programs toward
areas of mutual benefit for union members and
outside stakeholders.
Figure 1 shows three basic groups of union
stakeholders that align with the three objectives of
social responsibility: the economic community, the
workplace community, and the social community;
Table II provides some ways that labor unions can
respond to their concerns. The economic commu-
nity includes the union locals, businesses, consumers,
and public bystanders who may be affected by the
outcomes of collective bargaining. Labor unions are
business partners that must balance their wage
demands with management concerns about efficiency
and quality. For example, increased quality and
productivity must accompany increased compensa-
tion to maintain current profit margins. Managers,
65. consumers, and the public require wage demands
that recognize the importance of corporate com-
petitiveness, and responsible strike activity that does
not unduly disrupt essential goods and services.
Lastly, regulatory compliance requires labor unions
to be prudent stewards of their members’ rights and
resources and operate in a way that assures favorable
legal standing.
The workplace community focuses on workplace
democracy and is composed of union workers, their
supervisors, and the management and union hierar-
chies that jointly administer the collective bargaining
agreement. Union members require expeditious
handling of grievances, and constraints on manage-
ment authority, whereas management desires worker
flexibility and problem-solving contributions. Man-
agers generally welcome worker input; it is not
unusual for workers to withhold ideas for fear that
66. increased efficiencies will lead to reductions in force
(Lawler, 2001). Labor unions interact with man-
agement to ensure that conflicts over work rules and
assignments are resolved constructively and worker
participation can occur without unduly compro-
mising job security. Workplace democracy is joint
administration of the workplace whereby workers
have a vehicle for representation in accordance with
the collective bargaining agreement. The workplace
stakeholders are those that are present a physical
address in the day-to-day issues in the place of
employment such as joint decision making, griev-
ances, and arbitration. Thus, the broad objective of
the workplace stakeholders is effective mechanisms
for conflict resolution in a workplace that is both
humane and efficient.
Just as corporations cannot focus exclusively on
shareholders, labor unions must reconcile the inter-
67. ests of union members with those of other stake-
holders. Stakeholders in the social community
include NGOs and civic organizations, potential
union members, and the marginalized segments of
society to whom labor unions have traditionally
appealed. Social stakeholders are most focused on
whether unions are addressing ethical obligations
with regard to promoting societal well being and
seeking to affect the pattern of privilege and disad-
vantage in society. Workplace democracy is joint
administration of the workplace whereby workers
have a vehicle for representation in accordance
with the collective bargaining agreement. The
workplace stakeholders are those that present a
physical address in the day-to-day issues in the place
of employment such as joint decision making,
grievances, and arbitration.
134 Cedric Dawkins
68. There are also issues generated by globalisation
such as offshoring, environmental protection, and
human and worker rights abroad. Activities may be
more typical of social movements and center on
political enfranchisement and mobilizing broad
coalitions on behalf of favorable governmental actors
and policies. As shown in Table III, various stake-
holders will view labor union social responsibility
differently such that it presents threats and oppor-
tunities for labor leaders to consider. Being per-
ceived as socially responsible can improve an
organization’s image (Fombrun et al., 2000) and
increase member commitment (Valentine and
Fleischman, 2008). Some members may, however,
think that it is counter-intuitive for labor unions to
address social responsibility at a time when union
Work Rules
70. ......... = Stakeholders
= Issues
Environment
Human Rights
Figure 1. Labor union stakeholders and issues.
135A Conceptualization of Labor Union Social Responsibility
strength is waning and scarce resources can be em-
ployed elsewhere. Depending on how members
view this paradox, labor union social responsibility
may increase member commitment or result in
withdrawal because members question advocacy
directed toward outside stakeholders and issues.
Consumers tend to patronize organizations whose
values they share (Bhattacharya et al., 1995; Maignan
and Ferrell, 2001), and social responsibility may lead
to increased support for labor unions. On the con-
trary, social responsibility involves risk because social
71. issues may involve aligning with politically unpop-
ular groups that alienate other stakeholders. Busi-
nesses are voluntarily engaging CSR and may simply
add socially responsible initiatives to the list of joint
labor-management programs. Some managers may,
however, view labor union social involvement as an
attempt to corrode management influence. To the
TABLE II
Union responses to stakeholder issues
Economic community Workplace community Social community
Attempt to negotiate Interna-
tional Framework Agree-
ments with business firms
that support workers’ rights
to organize – throughout
corporate GSNs
Advocate the right to collec-
tively bargain for all workers
72. Use union pension funds
(particularly where trade
unionists are represented on
fund boards), to reward
responsible businesses
Support workers’ attempts for
decent wage and fair work-
ing conditions domestically
and internationally
Promote workplaces that are
safe, secure, healthy and free
of harassment, intimidation,
violence and discrimination
Local plants of a global
corporation, take active part
in building a global union
network for its workers
Campaign/negotiate for work
73. uniforms, equipment, and
supplies that are ethically
sourced
Ensure that workers’ rights to
freedom of association and
collective bargaining are
more than a charitable con-
cern, but center-stage for
CSR
Promote the integration of
public enforcement bodies
such as labor/health and
safety inspectorates into
CSR initiatives
Pursue stronger domestic and international
legislation to ensure that business firms meet
their social and environmental responsibili-
ties
74. Advocate for inclusion of workers’ rights,
into the international financial and trade
institutions (WTO, IMF, and World Bank)
regulatory regimes
Encourage businesses to build CSR require-
ments into their public–private partnerships,
supply contracts, and aid programs
Build joint campaigns with NGOs and con-
sumers to legal and ethical conduct and
environmentally sustainable practices with
workers, stakeholders and the community
Voice opposition to discrimination in all
forms including that based on race, religion,
ethnicity, gender, disability, sexual prefer-
ence and political beliefs
TABLE III
Labor union social responsibility – threats and opportunities
Stakeholder Opportunities to pursue Threats to avoid
75. Union members Increased commitment Withdrawal
Consumers Support Indifference/antipathy
Management Accord Increased hostility
Regulators Favorable regulation Unfavorable regulation
Social community Collaboration Opposition
136 Cedric Dawkins
extent that there is management intransigence or
antipathy, the ability for labor unions to embrace
workplace democracy initiatives may be limited
(e.g., participation in workplace innovation).
Since regulation tends to result from excesses,
labor union attentiveness to regulations makes more
oversight less likely. This factor is particularly rele-
vant given the recent abuses in businesses (US
mortgage crises) and NGOs (e.g., United Way).
Lastly, the level of agreement and cooperation
between labor unions and their partner organizations
76. is likely to vary significantly. For example, the
Industrial Wood and Allied Workers of Canada
aligned with timber corporations against environ-
mentalists in a dispute over logging in British
Columbia, while the Pulp, Paper and Woodworkers
of Canada has maintained a cooperative relationship
with environmental organizations (Simon, 2003).
Thus, labor union social responsibility occurs to
the extent that labor unions employ voice to
enhance the standing of their stakeholders in areas of
economic equity and efficiency, workplace rights
and protections, and social justice, and reconciles the
interests of their stakeholders in a manner that is
consistent with ethical principles and the social
contract.
Social responsibility and labor union strategy
The strategic ramifications of labor union social
responsibility include not only how unions should
77. respond to social pressures, but also the character of
their long-term role in society. Labor unions may
chose to anticipate the changes that stem from their
activities, or they may become involved due to the
emergence of social problems wherein they have a
stake or can play an important role. Social respon-
sibility is a reflection of organizational values
(Waldman et al., 2006) and takes shape through an
organization’s strategy. Snape and Redman (2004)
identify three union strategies that they term the
service, organizing, and covenantal models, respec-
tively. As shown in Table IV, these strategies differ
with respect to their ethical foundations and how
they address the objectives, stakeholders, and issues
of social responsibility. Finally, the differences are
clearly reflected in the union mission statements.
The service strategy characterizes union operations
in terms of economic exchange and membership is
78. based more on instrumental outcomes than ideolog-
ical similarity (Bamberger et al., 1999; Gordon et al.,
1995). Thus, the service strategy is weighted toward
the economic equity objective of social responsibility
and bread and butter unionism focused narrowly on
promoting and securing the interests of union mem-
bers. The primary ethic is utilitarian in that unions
garner support based on exchange – the expected
value to their members and society offsets the unde-
sirable aspects of monopoly labor power. Labor un-
ions that focus on the economic equity aspect of social
responsibility are less likely to afford voice to the
concerns of outside stakeholders. These characteristics
make it more likely that unions employing the service
strategy will react to social issues rather than initiating
action or shaping developing issues. The mission
statement of the Air Line Pilots Association typifies
the service strategy.
79. The organizing strategy (Grabelsky and Hurd,
1994) emphasizes socialization of members to active
involvement, and the union as a self-reliant occu-
pational community. The primary ethic is justice in
that it focuses on empowering union members to
influence important outcomes with respect to
workplace democracy and economic equity. Orga-
nizing strategy proponents believe that building a
larger labor movement is the way to increase its
strength and this viewpoint leads to a broader
stakeholder focus (Bacharach et al., 2001; Frege and
Kelly, 2004). Labor unions that adopt the organiz-
ing strategy will take stands on social issues that
impact their interests or the interests of prospective
members, particularly those that are the targets of
organizing efforts. For example, union involvement
with home healthcare workers in California, Ore-
gon, and Washington (Schneider, 2005) and with
80. the Justice for Janitors campaigns (Erickson et al.,
2002) framed economic issues in the social rhetoric
of justice. The mission statement of the Interna-
tional Brotherhood of Electrical Workers presented
in Table II exemplifies social responsibility in the
organizing strategy.
The covenantal strategy is most closely associated
with the social justice objective of labor union social
responsibility. Mutually shared values and accep-
tance of the organization’s mission are critical
because members are not only addressed on the basis
137A Conceptualization of Labor Union Social Responsibility
T
A
B
L
E
IV
S
123. As a consequence, a covenantal approach is typical of
Social Movement Unionism and aligns trade unions
with outside coalitions for social and economic
justice. Through its recognition of duty to outside
stakeholders, social unionism proponents see unions
not only as workplace vehicles for securing eco-
nomic gains, but as participants in the civic and
political life of their respective countries (Turner,
1992). The American Federation of Teachers mis-
sion statement not only embraces the financial and
workplace objectives of the service and organizing
strategies, but extends to advocate for the economic
and social aspirations of those in social communities
as well. The three strategies represent different
emphases and views of the social role of labor unions
in society, but are not mutually exclusive.
Discussion
Extending discussions of CSR and labor relations to
124. include a conceptualization of labor union social
responsibility adds a valuable and needed perspec-
tive, because of the prevalence of labor unions
around the world. A few clarifications and cautions
are in order. As the corporations upon which labor
unions depend experiment with new approaches to
CSR, labor relations research has not produced a
framework with which to analyze union impact on
social issues. Indeed, one of the foremost challenges
faced by US labor unions is the perception that they
are exceedingly self-interested. In assessing prospects
of labor unions in the new millennium, Hoyt
Wheeler opined ‘‘[t]o the extent that labor is per-
ceived by policy makers and the public as just one
more interest group fighting for its share of the pie to
the detriment of other interest groups, not much
public support is going to be forthcoming’’
(Wheeler, 2002, p. 97). Therefore, it is important for
125. labor unions to have a place in the public discourse
surrounding social responsibility.
It is important to emphasize that this initial con-
ceptualization of labor union social responsibility is
primarily a descriptive account of what occurs, ra-
ther than a normative call for what should occur.
The descriptive orientation does not, however,
diminish the normative and instrumental implica-
tions. Labor union social responsibility can be
viewed from a normative perspective as a moral
imperative, or from instrumental perspective as
enlightened self-interest. If, for example, labor un-
ions view social responsibility as a moral obligation,
then the depth of commitment and participation are
likely to be greater than if social responsibility is
engaged for purely instrumental reasons. Bronfen-
brenner and Juravich (1997) wed normative and
instrumental considerations by arguing that an
126. emphasis on general moral principles such as dignity,
justice, and fairness will improve the success rate of
organizing campaigns.
Nevertheless, I do not intend to imply that social
responsibility will improve the plight of labor
unions. Being more attentive to social responsibility
is not likely, by itself, to reverse or even improve the
current condition of the labor movement – and,
insofar as it complicates the mission of labor unions,
may even be counterproductive. The most plausible
view is that social responsibility is one of many
activities that, properly employed, can contribute to
union viability. Finally, labor unions are not
monolithic and are not likely to engage in similar
behaviors or have similar opinions about how to
advance and strengthen unionism. As a consequence,
the interests of some members will conflict with
those of other members and stakeholders, and social
127. responsibility will require an appropriate means of
reconciling those interests.
Implications for future research
The preceding discussion raises a number of impli-
cations for further research that can be categorized
into three main areas. First, in addition to being a
conceptualization of social responsibility for labor
unions, this article might also be thought of as a
conceptualization of social responsibility based on
labor unions. Since labor unions exhibit character-
istics of corporations and NGOs the labor union
social responsibility framework can contribute to a
139A Conceptualization of Labor Union Social Responsibility
formulation of organizational responsibility and cit-
izenship that addresses all of the key players (multi-
national corporations, NGOs, unions), in a global
marketplace where market and political power are
128. frequently intertwined. In the global context where
some nation-states do not provide economic equity,
workplace democracy, or social justice, social
responsibility requires that other organizations
advocate on behalf of those prerogatives. The labor
union view of social responsibility aligns with the
corporate citizenship rendering of CSR whereby
organizations assume a role in providing basic rights
that are not provided by nation states. As such, labor
unions have effectively collaborated with NGOs and
governments to promote responsible social (e.g.,
International Labor Organization Declaration on
Fundamental Principles and Rights at Work) and
environmental practices (e.g., UN Global Compact),
and political enfranchisement (e.g., South Africa and
Bolivia). Successful partnerships, such as the tripar-
tite ILO, portend of favorable interactions with
business firms on social responsibility issues as well.
129. A second area is viewing social responsibility
through the lens of voice. Hirschman (1970) origi-
nally coined the concept of voice as an alternative to
passive acceptance or exit, and although it appears
extensively in the labor relations literature, it need not
be limited to that context. What are the implications
of applying the notion of voice-as-currency to different
types of organizations? The stakeholder model,
though it focuses on corporations, argues that those
who provide capital for an entity derive a unique set of
interests and moral rights and expectations based on
that exchange. In essence, rather than accepting cur-
rent conditions (loyalty) or choosing to do business
elsewhere (exit) the stakeholders and corporations can
exercise voice by negotiating the basic rights of citi-
zenship with governments and other powerful orga-
nizations on behalf of their stakeholders. That logic
also holds for private schools and their benefactors,
130. charities and their donors, hospitals and their com-
munities, NGOs and philanthropists, and other
organizations that enlist stakeholders to provide cap-
ital. It may well be argued that the social responsibility
of such organizations will depend upon the causes and
objectives to which they lend their credibility.
In conclusion, I have established a broad concep-
tual framework for labor union social responsibility,
but empirical research is required to test the potential
dimensionality of the concept and its potential to
describe the activities of labor unions. A desirable next
step would be to develop a valid measure that can be
used in empirical studies. Researchers might, for
instance, explore in more detail the extent to which
labor unions are active advocates of each of the three
objectives of social responsibility, as well as the ante-
cedents and consequences of labor union social
responsibility. Lastly, there is the possible interplay
131. between socially responsible labor unions and socially
responsible corporations. A number of business firms
explicitly embrace CSR but there is a dearth of sys-
tematic study about what, if any, impacts this has on
their relationships with organized labor. For example,
would social responsibility dictate that a firm operat-
ing in the USA bargain a contract with a newly cer-
tified labor union rather than closing and relocating
the facility?
Conclusion
I have proposed that labor union social responsibility
is an important concept deserving of further inves-
tigation. The study of labor union social responsi-
bility can potentially provide new avenues of
research and practice in the areas of CSR and labor
relations. Given the amount of discussion about
CSR and the debate about the direction of the labor
movement, I hope that this article stimulates interest
132. in the nexus of these two areas.
Notes
1
In this article, I will use ‘‘labor union’’ to refer to
unions as organizations, and ‘‘union members’’ to refer
to the people who are represented by labor unions,
who may also be workers/employees.
2
The response categories were not mutually exclusive.
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UNION ETHICS TRAINING: BUILDING THE
LEGITIMACY AND EFFECTIVENESS OF
ORGANIZED LABOR
Maggie Cohen
This essay argues that the implementation of serious ethics
training at all levels of labor unions will
significantly contribute to union effectiveness by enhancing
union legitimacy—understood as an amalgam of
legal, pragmatic, and moral legitimacy—and by paving the way
to stable recognition of the labor movement
as an integral part of American society, necessary to economic
prosperity and the realization of fundamental
American moral and social values. It proceeds from an
examination of how several labor campaigns have
been enhanced in effectiveness by stressing concerns with
professional responsibilities to the public, and broadly
shared moral values. The concept of legitimacy developed in
these contexts by Chaisen and Bigelow is
expanded to include the internal operations of unions with
emphasis on implementing pervasive democratic
principles and introducing a broad concept of fiduciary
responsibility to activists and leaders at all levels,
which encompasses but surpasses the legal concept.
Introduction
148. All of our divided labor movement seeks the same thing: greater
union
effectiveness. This practical goal, however, is itself justified
only if it is a means
by which workers secure a better life, a fuller share, more
dignity, and more
self-determination. These are moral goals, consistent with the
most fundamental
American values.1
The meaning and requisites of union effectiveness are currently
under intense
scrutiny and this essay does not pretend to propose a complete
analysis or suggest
a decisive course of action. Yet the current economic and
political circumstances
under which the inquiry takes place—primarily accelerating
globalization and
outsourcing, the global “war on terror” and a capitalist ideology
out of control—
profoundly affects any useful concept of union effectiveness.
They affect the
prospects of all labor organizations, even those that are among
the most “business
unionist” in orientation and function.2 Realization of union
effectiveness and of its
ultimate objectives therefore require power beyond individual
workplaces. They
require industrial power, legislative power, power to affect and
mold international
trade policies, and power to remake public conceptions of
unions so that they are
seen as legitimate representatives of all working people.
WorkingUSA: The Journal of Labor and Society · 1089-7011 ·
Volume 11 · September 2008 · pp. 363–382
150. understanding of the values inherent in unionism and their
centrality among
traditional American values.
Union ethics training, of course, must be more than window
dressing.
Without the thorough commitment of union leaders to union
ethics principles
and training, and the full understanding of these principles by
union rank and
file, the vital role of unions in American society and labor’s
moral legitimacy are
merely theoretical and prospective. Worse, the enunciation of
union principles
becomes deception and manipulation, a source of vulnerability
exploited by the
opponents of labor.
Forms and Constituencies of Legitimacy
To early nineteenth-century workers who joined together to
better their
working conditions, and so their lives, there was undoubtedly
no problem of
legitimacy. They were weak as individuals, stronger acting
together from a
shared need to relieve shared deprivations. Family, close
friends, and community
understood the necessity of these actions.
But the larger society and the courts did not. Understood as
conspiracies to
harm business, and as undermining the sanctity of contract and
the ideal of
individualized pursuits, any rights or recognition enjoyed by
workers who would
151. join together in labor organizations were begrudging and
circumscribed.
With the passage of early twentieth-century labor legislation,
specifically,
the Norris-LaGuardia Act in 1932 and the Wagner Act in 1935,
unions were
given legal legitimacy and collective action was given legal
protection.
Pragmatic and Moral Legitimacy
Practical unionists care about legitimacy primarily as it
effectively advances
union goals. Viewed as a conglomerate, the unions’ goal is to
improve the quality
of life of workers. Their main focus is to alter the structure of
the labor–
management relationship so that workers have the means and
opportunity to live
better lives, and so that workers are accorded the respect and
consideration that
is the right of every individual.
364 WORKINGUSA: THE JOURNAL OF LABOR AND
SOCIETY
To do this, unions must extend their power by attracting new
members
through organizing, by attracting needed public and community
support, by
maintaining and strengthening membership commitment and
voluntary partici-
pation, and by political involvement where necessary.
152. In a profound and compelling examination of the various
concepts of legiti-
macy, Chaison and Bigelow4 argue that “pragmatic legitimacy,”
the ability to
address and meet the needs and advance the interests of
particular groups of
workers, is well served by moral legitimacy, which conceives
union activity in
terms of a broader, morally justified purpose.
The examples which are developed are worth close attention:
• The UPS strike in 1997, which translated the struggle into one
representa-
tive of and for the benefit of all part-time workers;
• The organizing campaign at Harvard university, which
addressed both the
terms and conditions of employment of Harvard’s clerical and
technical
workers, and their values, arguing that the union would
“improve Harvard as
an education and research institution,”5 and would “give
workers access, for
the first time to the decision making processes at the
university.” (Citations
omitted);6
• The campaign against NAFTA , which positioned the
participating unions as
defenders of all American workers, and as proponents of fair
and workable
trade policies;
• The campaign of the Massachusetts nurses, which joined
153. working conditions
and threats to patient care to arouse the public and garner the
support of
both the public and of nurses who saw themselves first as
professional care
givers and only second, as workers.7
In both the anti-NAFTA and nurses’ campaigns, the unions
“managed
legitimacy by identifying existing processes and goals with
widely shared values
and norms.”8
In each case, the pragmatic legitimacy of the unions’ efforts
was immeasur-
ably assisted by the moral legitimacy of the campaigns.
Moral and Cognitive Legitimacy
Pragmatic legitimacy, as a way to enlist membership support
and to recruit
new members is, however, precarious at best. It can be lost as
easily as it can be
gained, and loyalty to the union or interest in joining it on this
basis can dissipate
with a failed campaign or two. Moral legitimacy will create
broader support and
a stronger commitment to the union, which may survive failures
of pragmatic
legitimacy.
The highest form of legitimacy, what Bigelow and Chaison,
after Mark
Suchman9 call “cognitive legitimacy”, is earned only by those
institutions believed
to be necessarily “there,” whose existence and necessity is
154. unquestioned. Schools
365COHEN: UNION ETHICS TRAINING
and banks are central examples. Cognitive legitimacy will allow
an organization or
institution to weather storms that would topple temporary or
occasional losses of
pragmatic or moral legitimacy. The authors do not believe that
unions do or can
have such cognitive legitimacy. This may not be so, as
evidenced by the more
institutionalized status of Unions in some European countries.
Legal Legitimacy
Legal legitimacy is arguably an important component of both
pragmatic and
moral legitimacy. To the extent that the law legitimizes various
union activities,
such as organizing and collective bargaining, strikes, and
arbitration, it creates a
structure that becomes part of the social and political landscape,
and enables the
union to accomplish some of its goals. To the extent that the
behavior of unions
and their officers and agents comply with the law, unions avoid
the moral
condemnation of friends and enemies alike, and divest enemies
of an intuitive
public relations weapon in both organizing and political
contexts.
As Levine notes in an interesting philosophical analysis of “The
155. Legitimacy of
Labor Unions,”10 Federal law recognizes a right to join unions.
In requiring that
certain conditions be met before a labor organization becomes
the representative
of a group of workers,11 federal law also defines which unions
are legitimately
representative of specific groups of workers and entitled to
make negotiating
demands of employers. The legitimacy of negotiating demands
and the means for
making those demands are also a part of labor law. Thus, for
example, if a subject
of bargaining of bargaining is permissive, it may not be
demanded by force of
economic action. If a bargaining issue is illegal, it may not be
demanded at all. If
an otherwise proper demand is made improperly, as by
secondary action under-
taker by unions covered by the Labor Management Relations
Act, then the
union’s actions are no longer “legitimate” in this sense of
legally sanctioned.
The use fulness of legal legitimacy is limited, however. It
enables unionists
to claim that a recalcitrant employer is “violating the law” when
not negotiating
with the representative of his employees, or when otherwise
violating employ-
ees’ Section 7 rights. It enables a willing employer to
definitively know which
labor organization he must talk with when competing unions vie
for represen-
tational status. And certainly legal legitimancy will usually
eliminate some of the
156. more obviously brutal weapons historically used by employers
against workers
and their organizations: Pinkertons, State police, federal troops.
But without further appreciation of a union’s legitimacy in
speaking for basic
human rights and for a fair distribution of the goods workers
produce, such
violations of labor law do not create indignation in any but the
most directly
affected. These legal violations do not ever compel the
wrongdoers to resign in
shame from their positions. They are never a basis for claims
that those respon-
sible have breached their fiduciary duty to the business.
The downside of legal legitimacy is that labor’s opponents
would limit
further the scope of union activity to what is specifically
provided for by law12, or
they would attempt to scale back the legal sanction so as to
make unions less
366 WORKINGUSA: THE JOURNAL OF LABOR AND
SOCIETY
effective in even this narrow range. The other downside is that
workers may
come to believe that their organizations are actually legally
protected, that the
law is the only source of legitimacy, and that it is only within
the law’s structure
that unions will advance.
157. In fact, the law expressly defines only a narrow swath of
permissible union
activity. Interunion activity, alliances, and pledges are regulated
only to a limited
extent, as in the LMRA’s provision for expedited settlement of
jurisdictional
controversies,13 and that Act’s prohibition of secondary
activity.14
Legal Legitimacy and Internal Union Operations
Legal legitimacy is also required in Unions’ internal operations.
Initially,
legal regulation of these operations derived from a loss of moral
legitimacy in the
organization’s treatment of its members and the nonmembers it
represents.
Specifically, legal requirements of democratic procedures,
member free speech
and full electoral participation, nondiscrimination, and financial
accountability,
contained in the Labor Management Reporting and Disclosure
Act of 1959
and in judicially created principles of fair representation,
resulted from docu-
mented abuses. These abuses were not pervasive, but neither
were they isolated
incidents. They were sufficiently common that the broader
polity, perhaps
with encouragement from Labor’s enemies, found further legal
regulation
necessary.
Notwithstanding the importance of union autonomy and the
diversion of
member dues to legal compliance with documentary
158. requirements, much of
what the LRMDA and the Duty of Fair Representation demand
as partially
constitutive of labor organizations’ (legal) legitimacy, is also
necessary, I would
argue, for moral legitimacy.
Moral legitimacy is not solely a function of the ends sought by
labor orga-
nizations, but of the means used as well. The exercise of
collective power,
derived from the strength of numbers, from accumulated dues
and political
influence, is not morally justified—to members, to those who
would be
members, or to the public—solely by virtue of the ends sought
or achieved.15
Legal and Moral Legitimacy in Internal Union Operations:
The Role of Ethics Training
The overarching goal of union ethics training would be to teach
activists,
elected leaders and staff how to integrate principles of
democracy, fiduciary duty,
fair representation, and training of new activists into all their
union activities. Its
ultimate guiding principle would be to engender a personal
understanding of the
uniquely important, vital role of unions in benefiting all
working men and
women, in strengthening America, and realizing American
values.
Although individual unions and their locals act properly in
representing the
159. interests of particular groups of workers, this must be
understood in a broader
context, where mandates to realize democracy, fair
representation, fiduciary
367COHEN: UNION ETHICS TRAINING
duty, and member activation are recognized alongside those to
organize, act in
solidarity with other workers, and promote unionism as an
essential and ben-
eficial feature of American society.
Even the more limited objectives of “business unionism” are
better attained
in the context of broader goals, affiliations, and perspectives—
especially in light
of globalization and a hostile administration. For this reason
business unionism
in its most rigorous forms must be left behind. All unions will
benefit from the
acknowledgment of the moral legitimacy and social and
economic necessity of
unions, both in their narrower struggles and in the broader
efforts that create
frameworks for those narrow struggles, such as labor
legislation, trade regula-
tion, and public support.
Ethics training could be conducted at all levels of union
organization, as part
of all functional training, including grievance representation,
organizing, nego-
tiating, mobilization, union administration, and community
160. outreach. It could
also be offered as stand alone seminars for officers and activists
at all levels.
Ethics training would increase obedience to the laws that
provide minimum
standards of fiduciary responsibility, financial accountability,
democracy, free
speech and member involvement, fair representation, and
nondiscrimination
among represented workers. Compliance with these laws is
necessary for a
number of reasons. First, most of these laws—notwithstanding
efforts of the
enemies of labor to make them oppressive and intrusive—are
aimed at making
labor organizations more democratic and representative
institutions.16 They are
aimed also at preventing what might be euphemistically called
“conflicts of
interest” experienced by labor leaders who might choose
personal benefit over
service to the union and its membership. Second, these are so
often bare mini-
mums that should not be subject to debate. Lastly, exposure of
the union to legal
penalties and adverse publicity based on corruption or
malfeasance should be
avoided in almost all circumstances.
Ethics training would promote legal behavior by placing it in an
ethical
context, rather than an externally imposed coercive one. The
ethical context
itself, moreover, would derive not from legal requirements, but
from the shared
161. objectives of unionists to provide for themselves and their
fellow and sister
workers better working and nonworking lives, more autonomy,
more respect.17
Fiduciary duties would not be merely burdensome legal
requirements, a list of
steps to “CYA.” They would be expanded in content well
beyond the law and
would be understood as responsibilities and privileges of
service, providing at the
same time opportunities for personal growth, development, and
prestige.
Ethics training, as it moves beyond promoting legal compliance,
would also
aspire to perfect democratic processes, to expand real leadership
opportunities to
members of every ethnic, racial, religious group and to every
sex and gender, to
acknowledge the interdependence of all representative labor
organizations, and
to increase working relationships with progressive community
groups.
Ethics training, as it reflexively acknowledges its goals of
moral and cogni-
tive legitimacy, will teach that all work contributes importantly
to the well-being
of the broader society, and that the well-being of those workers,
and the quality
368 WORKINGUSA: THE JOURNAL OF LABOR AND
SOCIETY
162. of their working conditions is a vital component of providing
quality services and
products.18
To the extent these values of diligent and honest representation,
democracy,
nondiscrimination, and a recognition of the public interest,
become functional
principles within the union, the union gains legitimacy as an
institution, and
consequently, becomes more effective.
Why Ethics Education Is Important for Unionists
Choices arise in all union work, at all levels.19 These choices
are not solely of
an instrumental nature, where a unionist decides which of
several courses will
most effectively achieve the appointed end. No choice that
affects the interests
and needs of people ever really is. Diverse values, conflicting
rights and expec-
tations, multiple objectives, and significant public relations
concerns together
generate dilemmas as to the wisest course.
Developing skills, instincts, and understandings that enable
unionists to
recognize and appropriately weigh these will make them better
decision makers
in their roles as representatives, leaders, persuaders, and
planners.
Ethics training is a means by which such understanding and
skills are devel-
163. oped. It does not replace, but rather builds upon, training in
collective bargain-
ing, organizing, and mobilizing. Ethics training is practical, not
philosophical;
ethical principles are an inherent part of decision making.
Nonetheless, objections will derive from a belief that ethics
training is, at
best, window dressing for international leaders and staff, and at
worst, harmful
to unified action. But leadership must thoughtfully consider
their objectives and
principles. They must act with insight, understanding, care, and
integrity. Lead-
ership within a union, even the most bureaucratically structured,
is dispersed
throughout the organization, to the locals, to committees, to
stewards, to inter-
nal and external organizers and mobilizers. The circumstances
under which
activists at every level fulfill their “institutional tasks” are too
complex, shifting,
and immersed in human idiosyncrasy, not to require judgment
and character for
their performance. To this end, ethics training at the level of
staff, local leader-
ship, unit activists, and even inactive membership is valuable.
Properly implemented, ethics training will further a number of
Labor’s
broader objectives. For example, views about unions held by the
public, poten-
tial members, legislators, and even active members are less
favorable because of
the dishonesties of a few labor leaders and the self-seeking or
negligence of a
164. few others. The serious and effective implementation of ethics
training based
on standards adopted by individual unions will work to allay
these concerns.
This translates to more effective organizing, less intrusive
legislation, more
public support of union activities, and more involvement of
individual
members.
This must not be mere window dressing. Unlike the public
relations con-
cerns of “Corporate Ethics Officers,” the ethical principles that
should guide
unionists at all levels coincide with the essential functions,
goals, and justification
369COHEN: UNION ETHICS TRAINING
of unions. Moreover, although as Americans, union activists
have essentially the
same psychologies and ego-needs of the most ambitious of
corporate players,
they begin with a special subset of values and goals: activists
abhor abuse and
injustice; they are willing to speak up and stand up for a brother
or sister having
problems; they are willing to set aside personal comfort to work
for something
humane and right. These views, feelings, and motivations are
present to greater
or lesser degrees in union activists, but they are a real base
upon which to build
a commitment to realizing ethical principles in union activities.
165. Another union objective, articulated but often not effectively
pursued, is the
attraction and development of new leaders and activists. Some
members who
want to lead are paid; most are not. We are a movement
primarily of volunteers.
Unions need activists to serve on committees, to do research
and writing, to
mobilize, to organize. They need activists to provide ideas,
energy, and talents,
to lead, and to educate others to the goals and importance of the
labor
movement.
Ethics training will include principles that will advance this
vital goal: the
development of the union’s human resources. This requires
respect, fairness,
opportunity, and, ideally, the nurturing of the individual skills
and talents of
every member, every activist, and every staff member. It also
requires that there
be democratic decision-making procedures that conclude when
united action is
essential.
Lastly, ethics training can better assure compliance with those
laws that
are intended to regulate internal union practices, some of
which—like those
that enforce democracy, financial accountability, and the duty
of fair
representation—are not just legal intrusions on union autonomy,
but also codify
appropriate principles and restraints on unionists. If union
166. activists embrace and
understand the validity of these principles in carrying out their
union work, they
are less likely to be tempted to transgress or test the limits of
the law to redefine
these duties. This will not preclude legal actions against the
union, which will
have to be defended, but it will prevent many of them.
Principles of Union Ethics Training
The method of ethics training is to pose questions that get
participants
thinking consciously and concretely about values, about the
purpose of unions,
and about their own motivations for involvement. This creates a
framework for
extracting and discussing principles of democracy, fairness, fair
representation,
solidarity, and fiduciary duty. It establishes a personal reference
for discussions of
how best to recruit and keep members and activists—who may
be similar or
dissimilar in their motivations.
One goal of ethics training is to foster an understanding of such
ethical and
quasi-legal concepts as democracy, fairness, fair representation,
solidarity, and
fiduciary duty, so as to develop the ability to evaluate complex
factual situations
with a view to realizing these concepts.
370 WORKINGUSA: THE JOURNAL OF LABOR AND
SOCIETY
167. Democracy
Notwithstanding the mandatory nature of membership when a
union shop
clause is in effect, voluntary commitment to the union’s goals
and active support
of its initiatives is necessary for success. Even a strike, which
requires the most
united, coordinated action must be made the members’ own
purpose or it cannot
succeed.
Loyalty to the organization and its members is a better way to
enlist member
creativity and sacrifice than the threat of sanctions. The
opportunity to debate
policy and suggest strategy, to have one’s views addressed and
considered, and
then to have the course fairly decided by democratic procedures
fosters such
loyalty.
Democratic procedures and an institutional commitment to
democratic
principles also create legitimacy for union actions, to the extent
these are under-
taken on the basis of members’ consideration of shared values
and purposes, and
not merely the personal or political needs and advantages of
incumbent leaders.
Democratic principles and procedures, when viewed from
outside the union,
realize the effectiveness of membership. They assure potential
168. members that the
organization becomes theirs upon joining, and that they have
the opportunity to
persuade their sisters and brothers of the importance of their
needs or the
validity of their views.
From the perspective of the larger community, democracy
constitutes the
union as a true representative of its members, as the law
requires, and as the
political ideals we share as a nation recommend and applaud.
Even in America,
the bastion of unfettered individualism, democratic decision-
making proce-
dures, fairly and honestly undertaken, can properly oblige
individuals to goals
that broadly benefit larger groups.
Union democracy can thus operate to increase member
involvement, orga-
nize new members, and forestall many public criticisms of labor
and its actions.
Unions may differ, for historical, structural, or other reasons, as
to which
decisions should be submitted to membership vote. Clearly,
unions are and can
only be representative democracies with respect to many of
their functions.
Feasibility, expense, and logic will dictate the use of
representatives who are
appointed as well as elected. But the goals of member
involvement and the need
to assure that those representatives are fully compliant
fiduciaries must never be
169. forgotten.
A “culture of democracy” must be a practical goal in every
union. To engage
in effective united action and to build solidarity in pursuit of
union goals, the
separation derived from personal and ideological differences
must be removed.
Democratic procedures that are, and are perceived to be, fair
and open are
necessary if this culture is to develop, as is the use of these
procedures to select
leaders and determine the broad outlines of union policy.
Unions are not and should not become “debating societies,”
transfixed by
procedural and conceptual complexities. Their mission is to act
as effective
agents of their members, and for this, real democracy is
essential.20
371COHEN: UNION ETHICS TRAINING
Fairness, Fair Representation, and Fiduciary Duty
The duty of fair representation or “DFR” has hung over
unionists like a
hammer, suggesting the possibility of legal action should some
especially critical
and demanding constituent not be satisfied. To the extent that
the DFR has
become a legally defined concept and the main source of
constituent action
against union representatives, union lawyers must certainly
170. mount defenses and
warn stewards and elected and appointed union representatives
about how to
prevent such actions—all defensively formulated. Further
debasing the duty, the
discussion of the DFR is often connected in training sessions to
the begrudging
caution that nonunion members who are within the represented
bargaining unit
must be equally represented in most contexts. Thus, the “free-
rider” resentment
is joined to discussions of the DFR.
The Duty of Fair Representation, however, is a bare minimum
that is
rarely violated. The legally recognized DFR requires only fair,
but not nec-
essarily competent, committed, careful, or loyal representation.
It should be
expanded in the consciousness of unionists to include these
stronger obliga-
tions as part of ethical standards communicated to new and
seasoned activists
by leadership and education departments. This will not only
increase the like-
lihood that the legal requirements are met, but it will have
positive conse-
quences for organizing, mobilizing, and maintaining
membership support.
More fundamentally, these expanded representational duties—
ethically but not
legally mandated—are justified in themselves as appropriate
standards of
behavior for unionists.
To the extent that every individual has, by choice or law, given
171. the union the
authority to bargain, settle grievances, and administer a binding
collective agree-
ment, this authority must be exercised in the name and in the
interest of those
members, each and all. Any concept of fiduciary responsibility
will include duties
of good faith, care, and the exercise of prudent judgment—as if
the fiduciary
were handling its own affairs.
The law requires fair representation, diversely interpreted from
one Federal
Circuit Court to another. It imposes express fiduciary duties in
connection with
the reporting and disclosure requirements of the Labor
Management Reporting
and Disclosure Act.21 The letter of the law should be regarded
as an absolute
minimum, not because the sources of the rules are worthy of
respect, but because
it is a duty of union actors to protect the institutions from the
legal, public
relations, and monetary sanctions of illegalities. And although it
would have
been preferable if the legal mandates had instead been instituted
by unions
themselves as internal regulations, they have been
acknowledged as broadly and
appropriately restricting union behavior. They are therefore part
of the public
perception of union behavior.
An extension of these “legal” obligations is also called for
because cutting
corners or “merely” strict compliance is prone to error and risk-
172. taking.
The probable consequences of the recognition of a broader
concept of fair
representation, as an ethical duty, also argue for its obserrance:
372 WORKINGUSA: THE JOURNAL OF LABOR AND
SOCIETY
• Members will support their unions more fully, when their
representatives are
more dedicated to their individual welfare, and are more honest
and respon-
sive to their needs.
• Nonmembers will be drawn to join if they believe that unions
will do as they
promise.
• Organizing will gain in integrity if members are convinced to
join an orga-
nization that is genuinely committed to them, and respectful of
their persons
and their needs.
• Corruption for individual gain will be less likely and more
severely sanc-
tioned internally if the union by deeds and words functions on a
higher moral
plane.
• By strengthening their judgment and decision-making ability,
and by
emphasizing the importance and worthiness of their endeavors,
173. activists will
find greater rewards in their work.
• Public relations initiatives that emphasize these efforts will
help gain the
broader public understanding and support that Labor so vitally
needs.
Inculcating a more precise understanding and acceptance of
their role as
fiduciaries will go a long way in developing effective union
activists. It is fidu-
ciary responsibility that is undertaken by the NYS American
Federation of
Labor–Congress of Industrial Organizations (AFL–CIO) when it
says: “We have
an obligation to our members to keep our integrity as a
movement above
reproach. We have a responsibility to carry out our duties for
the benefit of those
we represent, and ONLY for the benefit of those we represent.”
Fiduciary duty is “the highest standard of duty implied by
law.”22 A fidu-
ciary is one in whom trust and confidence is placed, and of
whom “scrupulous
good faith and candor” is required. A person acting in a
fiduciary capacity
deals in business or property that is “not his own, or for his own
benefit, but
for the benefit of another,”23 Fiduciary duty is the duty to act
for someone
else’s benefit, while subordinating one’s personal interests to
that of the other
person.
174. The full concept of a fiduciary, derived from agency law and
found in diverse
legal contexts, such as corporate law and partnership law, and
in many estab-
lished professional codes, cannot be transplanted into the law
governing union
representation. In addition to the importance of minimizing
legal regulation of
union activities,24 the unusual agency status of unions and of
individual repre-
sentatives makes a complete, detailed list of legally enforceable
fiduciary duties
infeasible and undesirable.
At the level of international representation, diverse and often
conflicting
union concerns and objectives confront leadership. Even where
only one of
these, such as collective bargaining, is at issue, differences
among represented
constituencies may necessitate choices and compromise. No
derivative of agency
law principles can direct these choices. Recognition of the
claim of every
373COHEN: UNION ETHICS TRAINING
member and of every constituency and an ability to objectively,
intelligently and
empathetically evaluate these claims is what is called for.
Difficulties with answering the more fundamental questions—
Who are fidu-
ciaries within the labor movement? To whom are their fiduciary
175. duties owed?
What is the source, and what are the contours of these duties?—
argue against
any complete delineation of strict duties, and even more
strongly against the
wisdom of legal regulation and remedy.
There are some strict fiduciary duties that are imposed by law.
Section
501(a)25 of the Labor Management Reporting and Disclosure
Act (LMRDA)
expressly defines some fiduciary duties to which specific union
officers and
agents are bound. It can be argued, however, that the principles
underlying many
of the LMRDA’s mandates define fiduciary duties for those in a
position to
implement them or to prevent their violation, for example, those
relating to
election procedures and free speech guarantees.
By assuring that the union and its agents comply with
mandatory law, those
agents are protecting the union. On most counts, those
requirements are also
ethically warranted and vital to the moral, political, and
economic mission of
labor unions.
In addition to LRMDA requirements, the unobjectionable
functional
assignment of responsibilities within union constitutions and
bylaws lay out
specific duties owed to the organization or its members by
designated officers or
committee members.
176. Behind such strict fiduciary requirements are some guiding
generalizations: a
union that has come to exclusively represent the members of
particular bargaining
units is an agent for those bargaining unit members. This is
straightforward; the
undertaking is to represent the members of the unit—whether
they are union
members or not—as their exclusive collective bargaining agent,
for the purposes
of negotiating wages, hours, terms and conditions of
employment. Moreover, the
union acts only through its own agents, who carry out these
duties.
But here clarity ends. In negotiations, for example, the union, as
fiduciary,
must be faithful, diligent, and careful in negotiation and
administration of
agreements that encompass wages, hours, terms, and conditions.
But where does
substantive direction come from? Does it come from the
expertise of elected
representatives or from the expressed directives of membership?
Are union
negotiators and administrators bound to advance the interests of
their constitu-
ents or rather to work toward what the constituency demand of
them, if these
diverge? Certainly, where the expressed directives cannot all be
complied with,
leadership must make decisions with a view to what is best for
the entire group.
If the elected leader disagrees with the members, she is bound
to honestly