Union prevention training for operations and HR managers and supervisor. A detailed primer on recognizing union activity for what it is and how to prevent a successful organizing campaign. This is not "anti-union" but rather, pro-company in approach. The student will learn how a campaign begins, matures, and finishes and what happens after a campaign.
Union prevention training for operations and HR managers and supervisor. A detailed primer on recognizing union activity for what it is and how to prevent a successful organizing campaign. This is not "anti-union" but rather, pro-company in approach. The student will learn how a campaign begins, matures, and finishes and what happens after a campaign.
Get free samples on every modules to score top grades in your assignments. If you need any help regarding assignment writing, then contact our experts now.
Get free samples on every modules to score top grades in your assignments. If you need any help regarding assignment writing, then contact our experts now.
- Collective Bargaining
- Trade Union
- Why Employees Join Trade Union
- Factors Leading to Employee Unionization
- Collective Bargaining
- Process of Collective Bargaining
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
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Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
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2. IR
This is the relationship that exists between
workers and their employer.
They affect rates/conditions of work
HR managers need to ensure there is
harmony in the above areas or conflict can
result.
Often change can take place due to new
laws. i.e. – work choices
HR managers need to follow these and ensure
the firm complies.
3. Trade Union Movement
Negotiate on behalf of workers
Collective bargaining
Unions negotiates with employer
Conciliation
Independent third party does the negotiations
Arbitration
Third party judge makes the final decision
Direct Action
Union calls for strikes
4. Employer Organisations
Business Council of Australia
Australian Chamber of Commerce
National Farmers Federation
Represent the interests of employers
5. The employer and employee
relationship
A relationship is set to exist if it satisfies the
following tests
Control Test
This is where the employer can give directions
Organisation Test
This is where the employee is hired as an employee of
the business
Right to Hire and Fire
The employer has the right to hire or fire if chosen
Provision of Plant and Equipment
If the person uses the equipment they are classed as
an employee
6. Collective Agreements
Central to Labor’s industrial relations
System
Collective bargaining is where employers and
employees agree on a pay rate based on
negotiations between an employer and union
who represents employee interests.
Considered by Labor as a way of developing
fair and flexible employment arrangements
to suit employees and employers.
7. Awards
If an employee is not under a
collective agreement then they fall
under an award.
Most awards are set by the state
government but some however are set
by the Federal government.
8. Questions
In a well set out paragraph compare the
differences between collective bargaining,
Conciliation, arbitration and direct action in
relation to the union movement.
Explain the difference between awards and
collective agreements. Give an example to
support your response.
Go to the following site and read all information relating to
rules a workplace must follow in relation to industrial relations
http://www.deir.qld.gov.au/industrial/index.htm
