2. Chapter Twelve
LEARNING GOALS
1. Trace the history of organized labor in the United
States
2. Discuss the major legislation affecting labor unions
3. Outline the objectives of labor unions
12-2
3. Chapter Twelve
LEARNING GOALS
4. Describe the tactics used by labor and
management during conflicts, and discuss the role
of unions in the future
5. Assess some of today’s controversial employee–
management issues, such as executive
compensation, pay equity, child care and elder
care, drug testing, and violence in the workplace
12-3
4. Profile
DAVID STERN
National Basketball Association (NBA)
• Started with the NBA as an
outside legal counselor in 1966.
• Spearheaded settlements
between players and coaches
that led to free agency, salary
caps and revenue sharing .
• Commissioner since 1984, he’s
led the league to
unprecedented growth .
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5. Chapter Twelve
NAME that COMPANY
As the number of women in the workplace began
growing rapidly about 25 years ago, this
company recognized that providing child care
benefits would be a real advantage for
companies. Today it is the largest provider of
child care at worksites, operating about 700
child care centers for 400 companies including
90 companies in the Fortune 500.
Name that company!
12-5
6. Employee
-Management
Issues
ORGANIZED LABOR
LG1
• Unions -- Employee organizations whose main
goal is to represent members in employee-
management negotiations of job-related issues.
• Labor unions were responsible for:
- Minimum wage laws
- Overtime rules
- Workers’ compensation
- Severance pay
- Child-labor laws
- Job-safety regulations
12-6
7. Employee
-Management PUBLIC SECTOR
Issues
LG1 LABOR UNIONS
• Public sector union members work for
governments as teachers, firefighters, police
officers, etc.
• Many states face serious debt problems and
want to cut labor costs. But states with public
sector unions have limited ability to cut those
costs.
• The Governor of Wisconsin challenged public
sector labor unions by eliminating union
bargaining rights for state and public employees.
12-7
8. Employee
-Management
Issues PUBLIC SECTOR JOBS
LG1
Source: St. Louis Post-Dispatch, September 5, 2011 and U.S. Bureau of Labor Statistics, accessed August 2011.
12-8
9. Employee
-Management
Issues
GOALS of ORGANIZED LABOR
LG1
• To work with fair and
competent
management.
• To be treated with
human dignity.
• To receive a
reasonable share of
wealth in the work it
generates.
12-9
10. The History
of Organized
Labor
HISTORY of
LG1 ORGANIZED LABOR
• Craft Union -- An organization of skilled
specialists in a particular craft or trade.
• As early as 1792, shoemakers in a Philadelphia
craft union met to discuss fundamental work
issues.
• Work weeks were 60+
hours, wages were low and
child labor was rampant.
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11. The TRIANGLE FIRE
(Spotlight on Small Business)
• On March 25, 1911, 146 women
were killed in a fire at the Triangle
Shirtwaist Company in New York
City.
• The women were trapped by a
door that was kept locked to
prevent theft.
• Today labor leaders say that the
Triangle fire is proof of why labor
unions are crucial to maintaining
workplace balance in the U.S.
12-11
12. The History
of Organized
Labor
EMERGENCE of LABOR
LG1 ORGANIZATIONS
• Knights of Labor -- First national labor union
(formed in 1869).
• Knights attracted 700,000 members, but fell
from prominence after a riot in Chicago.
• American Federation of Labor (AFL) --
An organization of craft unions that championed
fundamental labor issues (formed in 1886).
12-12
13. The History
of Organized
Labor
INDUSTRIAL UNIONS
LG1
• Industrial Unions -- Labor unions of unskilled or
semiskilled workers in mass production industries.
• Congress of Industrial Organizations
(CIO) -- Union organization of unskilled workers;
broke away from the AFL in 1935 and rejoined in
1955.
• The AFL-CIO today has affiliations with 56 unions
and has about 12.2 million members.
12-13
14. Public Sector
Union
Membership
PUBLIC UNIONS
LG1
• For the first time in U.S. history, 7.6 million of the
14.7 union members work in government.
• Taxpayers, not stockholders, are paying the cost
of union workers wages and benefits.
• The huge state and local government revenue
losses caused by the economic crisis put
pressure to reduce wage and benefit costs.
12-14
15. Labor Legislation
and Collective
Bargaining
EFFECTS of LAWS on
LG2 LABOR UNIONS
• Labor unions’ growth and influence has been
very dependent on public opinion and law.
• The Norris-LaGuardia Act helped unions by
prohibiting the use of Yellow-Dog Contracts
-- A type of contract that required employees to
agree to NOT join a union.
• Collective Bargaining -- The process whereby
union and management representatives form an
agreement, or contract, for employees.
12-15
16. Labor Legislation
and Collective
Bargaining
COLLECTIVE BARGAINING
LG2 and the PUBLIC SECTOR
• Collective bargaining among public union workers
has become a key issue today.
• One of the issues is the fact that public
employees are paid by the taxpayers.
• When it is perceived that public employees are
winning more or better health care, more or better
hours of work, and so on, some have questioned
whether or not such negotiations should be
allowed to continue.
12-16
17. Union Organizing
Campaigns
FORMING a UNION in the
LG2 WORKPLACE
• The National Labor Relations Board (NLRB) was
created to oversee labor-management issues and
provide guidelines for unionization.
• Certification -- The formal process by which a
union is recognized by the NLRB as the bargaining
agent for a group of employees.
• Decertification -- The process whereby
employees take away a union’s right to represent
them.
12-17
19. Objectives of
Organized Labor
Over Time LABOR/MANAGEMENT
LG3 AGREEMENTS
• Negotiated Labor-Management
Agreement (Labor Contract) -- Sets the
terms under which labor and management will
function over a period of time.
• Union Security Clause -- Stipulates workers
who reap union benefits must either join the union or
pay dues to the union.
12-19
20. Objectives of
Organized Labor
Over Time UNION SECURITY AGREEMENTS
LG3
• Closed Shop Agreement -- Specified workers
had to be members of a union before being hired for
a job.
• Union Shop Agreement -- Declares workers
don’t have to be members of a union to be hired, but
must agree to join the union within a specific time
period.
• Agency Shop Agreement -- Allows employers
to hire nonunion workers who don’t have to join the
union, but must pay fees.
12-20
21. Objectives of
Organized Labor
Over Time RIGHT-to-WORK LAWS
LG3
• Right-to-Work Laws -- Legislation that gives
workers the right, under an open shop, to join or not
to join a union.
• The Taft-Hartley Act of 1947 granted states the
power to outlaw union shop agreements.
• Open Shop Agreement -- Agreement in right-
to-work states that gives workers the right to join or
not join a union, if one exists in their workplace.
12-21
23. Resolving Labor-
Management
Disagreements
RESOLVING DISAGREEMENTS
LG3
• Labor contracts outline labor and management’s
rights, and serves as a guide to workplace
relations.
• Grievances -- A charge by employees that
management isn’t abiding by the terms of the
negotiated agreement.
• Shop Stewards -- Union officials who work
permanently in an organization and represent
employee interests on a daily basis.
12-23
24. Mediation and
Arbitration
USING MEDIATION and
LG3 ARBITRATION
• Bargaining Zone -- The range of options
between initial and final offers that each side will
consider before negotiations dissolve or reach an
impasse.
• Mediation -- The use of a third party (mediator) to
encourage both sides to keep negotiating to resolve
key contract issues.
• Arbitration -- An agreement to bring in a third
party to render a binding agreement.
12-24
26. Tactics Used in
Labor-
Management TACTICS USED in CONFLICTS
Conflicts
LG4
• Tactics used by labor unions include:
- Strikes
- Boycotts
- Work Slowdowns
- Pickets
12-26
27. Union Tactics
STRIKES and BOYCOTTS
LG4
• Strikes -- A strategy in which workers refuse to go to
work.
• Primary Boycott -- When a union encourages both
its members and the general public not to buy the
products of a firm in a labor dispute.
• Secondary Boycott -- An attempt by labor to
convince others to stop doing business with a firm that is
the subject of a primary boycott.
12-27
28. Management
Tactics
TACTICS USED in CONFLICTS
LG4
• Tactics used by management include:
- Lockouts
- Injunctions
- Strikebreakers
12-28
29. Management
Tactics
LOCKOUTS, INJUNCTIONS and
LG4 STRIKEBREAKERS
• Lockout -- An attempt by
management to put pressure on
workers by closing the business,
thus cutting off workers’ pay.
• Injunction -- A court order
directing someone to do something
or refrain from doing something.
• Strikebreakers -- Workers
hired to do the work of striking
workers until the labor dispute is
resolved; called scabs by unions.
12-29
30. WALKING a FINE LINE
(Making Ethical Decisions)
• Shop-Til-You-Drop is seeking workers to fill the
jobs of striking workers.
• Many students at your college are employees
and others are supporting the strike.
• You need money and legally it’s permissible for
you to replace striking workers.
• What will you do? What are the consequences?
12-30
31. Future of Unions
and Labor-
Management CHALLENGES FACING LABOR
Relations
LG4 UNIONS
• The number of union workers is falling.
• Many workers (like airline employees) have
agreed to Givebacks -- Gains from labor
negotiations are given back to management to help
save jobs.
12-31
32. Future of Unions
and Labor-
Management
Relations
LABOR UNIONS in the FUTURE
LG4
• Union membership will include more white-collar,
female and foreign-born workers than in the past.
• Unions will take on a greater
role in training workers,
redesigning jobs and
assimilating the changing
workforce.
• Unions will seek more job
security, profit sharing and
increased wages.
12-32
33. Future of Unions
and Labor-
Management
Relations
UNION MEMBERSHIP by STATE
LG4
12-33
34. Progress
Assessment PROGRESS ASSESSMENT
• What are the major laws that affected union
growth, and what does each one cover?
• How do changes in the economy affect the
objectives of unions?
• What are the major tactics used by unions and by
management to assert their power in contract
negotiations?
• What types of workers do unions need to
organize in the future?
12-34
35. Executive
Compensation COMPENSATING EXECUTIVES
LG5
• CEO compensation used to be determined by a
firm’s profitability or increase in stock price.
• Now, executives receive
stock options and
restricted stock that’s
awarded even if the
company performs poorly.
12-35
36. EXECUTIVE PAY REMAINS
on the RISE
(Legal Briefcase)
• Some companies defy common sense by
rewarding failure.
• After posting $8 billion losses, Stanley O’Neal of
Merrill Lynch left with a $165 million severance.
• Executive pay in 2008-2009 was lower than it had
been in years.
• As the economy improved, CEO pay shot back
up faster than it had in over 60 years.
12-36
37. Executive
Compensation
PLAY BALL!
LG5 Salaries in Professional Sports
Source: KREM Spokane, www.krem.com, accessed June 2011.
12-37
38. Executive
Compensation COMPENSATING EXECUTIVES
LG5 in the FUTURE
• Boards of directors are being challenged
concerning executive contracts.
• Government and shareholders are putting
pressure to overhaul executive compensation.
• The passage of the Dodd-
Frank Act was intended to
give shareholders more say
in compensation decisions.
12-38
39. Pay Equity
The QUESTION of PAY EQUITY
LG5
• Women earn 81% of what
men earn.
• This disparity varies by
profession, experience and
level of education.
• Young women actually earn
8% percent more than male
counterparts due to their
higher graduation rates.
12-39
40. Pay Equity
EQUAL PAY for EQUAL WORK
LG5 Equal Pay Act Factors that Justify Pay Differences
• Skill
• Effort
• Responsibility
• Working Conditions
12-40
41. Pay Equity
THE SALARY GENDER GAP
LG5
Source: U.S. Census Bureau, www.census.gov, accessed June 2011.
12-41
42. Sexual
Harassment
WHAT’S SEXUAL HARASSMENT
LG5
• Sexual Harassment -- Unwelcomed sexual
advances, requests for sexual favors or other verbal
or physical conduct that creates a hostile work
environment.
• Sexual harassment laws
cover men, women and
foreign companies doing
business in the U.S.
• Violations can be extremely
expensive for businesses.
12-42
43. Sexual
Harassment
KINDS of SEXUAL HARASSMENT
LG5
• Quid pro quo sexual harassment involves threats
like “Go out with me or you’re fired.” An
employee’s job is based on submission.
• Hostile work environment sexual harassment is
conduct that interferes with a worker’s
performance or creates an intimidating or
offensive work environment.
12-43
44. Sexual
Harassment YOU MAKE the CALL…
LG5
1. Two colleagues walk by you as one delivers the
punch line to a very dirty joke. You feel the joke
is inappropriate. Is this sexual harassment
under the law?
2. An employee thinks she may have been
sexually harassed when her boss
complimented her blouse. She explains the
circumstances to you and asks, “Wouldn’t you
be upset?” What’s your response?
12-44
45. Child Care
FACING CHILDCARE ISSUES
LG5
• The number of women in the workforce with
children under three-years-old has increased.
• Childcare related absences
cost businesses billions of
dollars each year.
• Who should pay for the cost
of childcare – this is a
dividing issue among
employees and businesses.
12-45
46. Child Care
BUSINESSES RESPONSE to
LG5 CHILD CARE
• Benefits can include:
- Discounts with childcare
providers.
- Vouchers that offer
payment for childcare.
- Referral services identify
high-quality childcare
facilities.
- On-site childcare centers
- Sick-child centers.
12-46
47. Elder Care
INCREASING ELDER CARE
LG5 CHALLENGES
• 29% of the adult population
are providing some care to an
elderly person.
• Care giving obligations cause
employees to miss about 15
million days of work per year.
• Costs could rise up to $35
billion annually.
12-47
48. Elder Care
ELDER CARE in the
LG5 MODERN HOUSEHOLD
• More and more boomers are taking care of their
parents while still working.
- 31% say that may delay their retirement.
- The average cost of taking care of an aging parent is
$5,534.
- 76% say they enjoy taking care of their parents.
- 54% say it made them closer.
Source: Money, June 2010.
12-48
49. Drug Testing
DRUG USE in the WORKPLACE
LG5
• Alcohol is the most widely used drug - 6.5% of full
time employees are considered heavy drinkers.
• Over 8% of workers aged 18-49 use illegal drugs
and are more likely to be in workplace accidents.
• Drug abuse costs the U.S. economy $414 billion
in lost work, healthcare costs and crime.
• Over 80% of major companies drug test workers.
12-49
50. Violence in the
Workplace
VIOLENCE in the WORKPLACE
LG5
• OSHA reports homicides account for 16% of
workplace deaths.
• Violence is the number one cause of death for
women in the workplace.
• Companies have taken action to deal with
potential problems by using focus groups and
other interactions.
12-50
51. Violence in the
Workplace WARNING SIGNS of POSSIBLE
LG5 WORKPLACE VIOLENCE
• Unprovoked outbursts of anger or rage
• Threats or verbal abuse
• Repeated suicidal comments
• Paranoid behavior
• Increased frequency of domestic problems
12-51
52. Progress
Assessment PROGRESS ASSESSMENT
• How does top-executive pay in the U.S. compare
with top-executive pay in other countries?
• What’s the difference between pay equity and
equal pay for equal work?
• How is the term sexual harassment defined and
when does sexual behavior become illegal?
• What are some of the issues related to childcare
and elder care and how are companies
addressing those issues?
12-52
Editor's Notes
Company: Bright Horizons
See Learning Goal 1: Trace the history of organized labor in the United States. Many of the benefits that workers ’ enjoy today are due to the battles unions have fought over the past 100 years. Students are often surprised that a little over 100 years ago the average work week was between 60 to 80 hours. The 40 hour work week is a direct result of unions.
See Learning Goal 1: Trace the history of organized labor in the United States.
See Learning Goal 2: Discuss the major legislation affecting labor unions. Public Sector Jobs This slide shows the amount of public sector jobs in today’s U.S. workforce. Of the 131.1 million total U.S. jobs (nonfarm), the public sector holds 21.4 million jobs. Federal government workers stat excludes postal workers. Local government workers stat excludes teachers.
See Learning Goal 1: Trace the history of organized labor in the United States.
See Learning Goal 1: Trace the history of organized labor in the United States.
See Learning Goal 1: Trace the history of organized labor in the United States. The 100th anniversary of the Triangle Shirtwaist fire came at a time when public union workers in Wisconsin, Ohio, and other states battled to retain their right to collectively bargain.
See Learning Goal 1: Trace the history of organized labor in the United States.
See Learning Goal 1: Trace the history of organized labor in the United States.
See Learning Goal 1: Trace the history of organized labor in the United States. Today, at least seventeen states are trying to restrict union rights and cut labor costs.
See Learning Goal 2: Discuss the major legislation affecting labor unions.
See Learning Goal 2: Discuss the major legislation affecting labor unions. In states like Wisconsin and Ohio, public and private union members have joined together to fight any efforts to take away collective bargaining among public employees.
See Learning Goal 2: Discuss the major legislation affecting labor unions. The National Labor Relations Act (often referred to as the Wagner Act) created the NLRB.
See Learning Goal 2: Discuss the major legislation affecting labor unions. Why Join a Union? This slide lists some of the key reasons why a person might consider joining a union. The power of unions has waned as the economy has shifted from an industrial economy into a service based economy. Ask students: Are unions necessary in today ’s modern working environment?
See Learning Goal 3: Outline the objectives of labor unions. Unions attempt to address their most pressing concerns in the labor contract.
See Learning Goal 3: Outline the objectives of labor unions.
See Learning Goal 3: Outline the objectives of labor unions.
See Learning Goal 3: Outline the objectives of labor unions. This map can be used as the basis for an interesting classroom exercise. The United States ’ auto industry has been in the news with the financial difficulties of General Motors and Chrysler well chronicled. Have students use the internet to research the location of any new auto plants in the United States. Research will uncover many new auto related jobs are in right-to-work states. For example, a recent article in the Boston Globe profiled Alabama’s auto related job growth. In 2001, Alabama had 21,000 auto related jobs that number now stands at over 48,000. Many would argue this trend of locating in the southeast is due to the states’ right-to-work laws.
See Learning Goal 3: Outline the objectives of labor unions.
See Learning Goal 3: Outline the objectives of labor unions. In 2011, the National Football League and National Football League Players Association asked for the assistance of a federal mediator in their attempt to forge a new contract between the players and the league.
See Learning Goal 3: Outline the objectives of labor unions.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future. Employers have had the right to replace striking workers since a 1938 Supreme Court ruling, but this tactic was used infrequently until the 1980s.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future. The percentage of union membership has fallen over the past fifty years. In 1945 35.5% of all workers were unionized; today that number stands at only 12.4%.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future. Both public and private sector union members now face challenges as they try to maintain remaining wage and fringe benefit gains achieved in past negotiations.
See Learning Goal 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future. Union Membership by State The slide presents union membership by state in the U.S. Washington, California, New York, Hawaii and Alaska lead the states with unionization rates greater than 17%. Most of the Southern states (Arkansas, Louisiana, Tennessee, Mississippi, North Carolina, South Carolina, Virginia, and Georgia) have the lowest percentage of union workers with unionization rates less than 4.9%. Today the largest union in the United States is the Service Employees International Union (SEIU) with 2.2 million members.
1. The major laws that affected union growth are: - The Norris-LaGuardia Act prohibited employers from using contracts that forbid union activities and paved the way for union growth in the United States. - The National Labor Relations Act or Wagner Act allowed collective bargaining and created the National Labor Relations Board. - The Fair Labor Standards Act set a minimum wage and maximum basic hours for work. - The Labor-Management Relations Act or Taft-Hartley Act amended the Wagner Act and permitted states to pass laws prohibiting compulsory union membership, set up methods to deal with strikes that impact national health and safety, closed-shop agreements and prohibited wage payments for work not performed (featherbedding). This law weakened union power in the U.S. - The Labor-Management Report and Disclosure Act or Landrum-Griffin Act amended theTaft-Hartley Act and Wagner Act, guaranteed individual rights of union members in dealing with their union such as the right to nominate candidates for union office, vote in union elections, attend and participate in union meetings, vote on union business and examine union records and accounts. The goal of this legislation was to eliminate union corruption. 2. Unions and their objectives have frequently shifted with social and economic trends. In the 1970s, the primary objective was additional pay and benefits; while in the 1980s unions focused on job security. During the 1990s and 2000s, job security remained a key issue as unions tried to cope with global competition and outsourcing. 3. The major tactics used by unions include: strikes, boycotts, work slowdowns and pickets. Management tactics include: lockouts, injunctions and bringing in strikebreakers. 4. To remain relevant, unions must attract new members. This includes more professional, female and foreign born workers. Both the Teamsters Union and Service Employees International Union are targeting workers in health care, technology and finance.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Peter Drucker suggested CEO pay should be no more that 20x the lowest paid employee. The average is now 400x.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. With unemployment still high, would companies be better off hiring new workers instead of using their newly found profits for executive pay?
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Play Ball! Ask students: What do you expect to make when you graduate? What do these minimum salaries say about what society values? (Student answers will vary.) Ask students: Why are the minimum and highest salaries paid to female basketball players so much lower than the male players?
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Today women earn almost 60 percent of the bachelor ’s and master’s degrees awarded.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Equal Pay for Equal Work This slide presents the Equal Pay Act factors that justify pay differences: skill, effort, responsibility, and working conditions. The Equal Pay Act prohibits unequal pay to men and women who perform jobs that require substantially the same skills, efforts, responsibilities, etc. Ask the students: Is it fair that different genders receive different pay? (Most will say “NO.”) Yet, in the U.S., women earn only about 80% of what men earn. There are, however, significant disparities by profession, education level, etc.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. The Salary Gender Gap This slide presents the inequity in earnings: what women of certain ages earn compared with the average salary earned by a male in the same age range. Ask the students: What are some of the reasons behind this salary gender gap? ( Answers will vary but could include issues like women working part-time to raise children or women leaving the workforce due to family issues. ) If time permits have students read Chapter 3 of Thomas Sowell ’s awarding winning book, Economic Facts and Fallacies, which explores this issue in depth and will provide for a rich classroom discussion.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Students should realize that sexual harassment covers all employees as well as vendors, suppliers and others who come in contact with company employees. Businesses need to take all allegations seriously and develop a protocol for investigating each claim.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. You Make the Call… A sk the students: Have you felt uncomfortable in situations that can be described as sexual harassment? How about the male students in class? Discuss the situations on the slide with students and then specifically discuss what constitutes sexual harassment. 3. For the conduct to be considered illegal under specific conditions: The employee ’s submission to such conduct is explicitly or implicitly made a term or condition of employment, or an employee’s submission to or rejection of such conduct is used as the basis for employment decisions affecting the worker’s status. If the conduct unreasonably interferes with a worker ’s job performance or creates an intimidating, hostile or offensive work environment.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. As the population ages caring for one ’s parents and other relatives will be a bigger employment related issue. Proactive companies will develop benefits to meet this challenge.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Elder Care in the Modern Household As boomers ’ parents age, more and more have started bringing them into their homes. 25% of boomers expect to live with their parents again. Ask students: Do you think this will delay more retirements? What does this mean for the young workforce?
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
See Learning Goal 5: Assess some of today ’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace. Warnings Signs of Possible Workplace Violence Managers and workers must be on the lookout for possible signs of workplace violence. Most companies do not have formal training or a formal policy to deal with workplace violence. Ask students to discuss the following question: What actions can management take to prevent workplace violence? ( Firms that maintain positive employee relations tend to experience fewer problems. The key to prevention of workplace violence is being proactive.)
Executive pay in the U.S. is significantly higher than in other countries. For example, the typical European CEO earns only about 40 percent of what their U.S. counterpart makes. Equal pay for equal work refers to giving equal pay to men and women who do the same job. This concept was codified in the 1963 Equal Pay Act. Pay equity goes beyond this concept and says people in jobs that require similar levels of education, training, or skills should receive equal pay. For example, the pay of an occupation traditionally considered a women ’s job, such as a bank teller, should pay the same as a truck driver typically considered a man’s job. Sexual harassment refers to any unwelcome sexual advance, requests for sexual favors, and other verbal or physical conduct of a sexual nature that creates a hostile work environment. This behavior is considered illegal if the conduct unreasonably interferes with a workers ’ job performance or creates an intimidating, hostile, or offensive work environment. It is also considered illegal if the sexual harassment constitutes a quid pro quo. Issues of childcare or elder care are of concern to employers, since these issues account for reduced productivity, absenteeism and high turnover. Another issue to consider is who pays for the care of a child or an aging parent. Companies are addressing these issues by arranging discounts at national child care chains, subsidizing payment for childcare, developing referral services to identify high quality providers of care, creating on-site child care centers or sick-child centers, offering health-spending accounts allowing workers to set aside pretax dollars for elder-care expenses and offering flexible work schedules.
