Collective Bargaining and Labor RelationsFinaSilvia
This document discusses collective bargaining and labor relations. It describes the goals of management, labor unions, and society in labor relations. It explains how the legal environment impacts labor relations and describes the major interactions between labor and management, including organizing, contract negotiations, and contract administration. The document also discusses new, less adversarial approaches to labor relations and how competitive challenges are influencing labor-management interactions. Finally, it explains the differences between labor relations in the public and private sectors.
The document discusses various perspectives on employee involvement and participation in decision making, including unitarist, pluralist, and Marxist views. It also examines different levels of control workers may have, forms of participation, factors pushing for greater participation, and mechanisms used for direct and indirect participation. Barriers to effective participation are also outlined.
CHAPTER 14 Human Resource Management Collective Bargaining and Labor RelationsatikaPD
This presentation discusses collective bargaining and labor relations. It covers topics like union structure and membership, provisions in collective bargaining contracts, organizing processes, negotiation processes, grievance procedures, and new labor management strategies. The presentation identifies key objectives in describing collective bargaining, labor relations frameworks, and explaining how legal environments and competitive challenges impact labor relations. It also compares differences between public and private sector labor relations.
Employee relations involves maintaining relationships between employers and employees. It focuses on preventing and resolving workplace problems affecting individuals. The term emerged because "industrial relations" was associated with unions and manual labor, while "employee relations" encompasses more sectors and work arrangements. Good employee relations brings benefits like lower absenteeism and turnover, while poor relations strains performance. Management and employees have mutual expectations of each other, and relationship issues can arise from failures to meet those expectations, causing discipline problems or grievances. Unresolved issues negatively impact productivity if not properly addressed through counselling and skills like communication.
1. Employee relations involves maintaining relationships between employers and employees that contribute to productivity, motivation and morale. It includes both unionized and non-unionized workforces.
2. Employee relations aims to prevent and resolve problems involving individuals that arise from work situations through formal processes and open communication. It is concerned with collective agreements where unions are present.
3. Maintaining good employee relations leads to benefits like reduced absenteeism, improved morale, less attrition and increased productivity, while strained relations adversely impact performance. Management and employees have mutual expectations of each other that must be properly managed to avoid issues.
The survey found that workplace conflict costs UK businesses £24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
This document discusses collective bargaining and workers' participation in management. It defines collective bargaining as a process of negotiation between employers and workers' representatives to establish mutually agreeable employment conditions. It discusses key aspects of collective bargaining such as preparation, face-to-face bargaining, and agreement administration. It also discusses different forms of workers' participation in management, such as suggestion schemes, works committees, and joint councils. However, workers' participation efforts have faced challenges in India due to lack of interest, unwillingness to share power, and a focus on higher-level participation only. Effective participation requires progressive employer attitudes, education, communication, and mutual cooperation between labor and management.
Collective Bargaining and Labor RelationsFinaSilvia
This document discusses collective bargaining and labor relations. It describes the goals of management, labor unions, and society in labor relations. It explains how the legal environment impacts labor relations and describes the major interactions between labor and management, including organizing, contract negotiations, and contract administration. The document also discusses new, less adversarial approaches to labor relations and how competitive challenges are influencing labor-management interactions. Finally, it explains the differences between labor relations in the public and private sectors.
The document discusses various perspectives on employee involvement and participation in decision making, including unitarist, pluralist, and Marxist views. It also examines different levels of control workers may have, forms of participation, factors pushing for greater participation, and mechanisms used for direct and indirect participation. Barriers to effective participation are also outlined.
CHAPTER 14 Human Resource Management Collective Bargaining and Labor RelationsatikaPD
This presentation discusses collective bargaining and labor relations. It covers topics like union structure and membership, provisions in collective bargaining contracts, organizing processes, negotiation processes, grievance procedures, and new labor management strategies. The presentation identifies key objectives in describing collective bargaining, labor relations frameworks, and explaining how legal environments and competitive challenges impact labor relations. It also compares differences between public and private sector labor relations.
Employee relations involves maintaining relationships between employers and employees. It focuses on preventing and resolving workplace problems affecting individuals. The term emerged because "industrial relations" was associated with unions and manual labor, while "employee relations" encompasses more sectors and work arrangements. Good employee relations brings benefits like lower absenteeism and turnover, while poor relations strains performance. Management and employees have mutual expectations of each other, and relationship issues can arise from failures to meet those expectations, causing discipline problems or grievances. Unresolved issues negatively impact productivity if not properly addressed through counselling and skills like communication.
1. Employee relations involves maintaining relationships between employers and employees that contribute to productivity, motivation and morale. It includes both unionized and non-unionized workforces.
2. Employee relations aims to prevent and resolve problems involving individuals that arise from work situations through formal processes and open communication. It is concerned with collective agreements where unions are present.
3. Maintaining good employee relations leads to benefits like reduced absenteeism, improved morale, less attrition and increased productivity, while strained relations adversely impact performance. Management and employees have mutual expectations of each other that must be properly managed to avoid issues.
The survey found that workplace conflict costs UK businesses £24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
This document discusses collective bargaining and workers' participation in management. It defines collective bargaining as a process of negotiation between employers and workers' representatives to establish mutually agreeable employment conditions. It discusses key aspects of collective bargaining such as preparation, face-to-face bargaining, and agreement administration. It also discusses different forms of workers' participation in management, such as suggestion schemes, works committees, and joint councils. However, workers' participation efforts have faced challenges in India due to lack of interest, unwillingness to share power, and a focus on higher-level participation only. Effective participation requires progressive employer attitudes, education, communication, and mutual cooperation between labor and management.
This academic article summarizes a study on the labor relations practices of selected companies in the Philippines. The study assessed existing labor relations tools and compared practices between large, medium, and small companies. It found that companies recognized the benefits of effective labor relations for productivity and efficiency. While collective bargaining was viewed positively, companies were reluctant about arbitration for resolving disputes. Overall, the extent of labor relations tool use was very great and perceptions did not differ significantly between company sizes or respondent groups.
The document discusses performance appraisal and management. It defines performance appraisal as a process where employees discuss their performance and development needs with their managers. Performance management is defined as a process that contributes to effective individual and team management to achieve high organizational performance. The key aspects of performance management covered include planning, acting, monitoring, and reviewing. The document also discusses the purposes, steps, methods, errors and types of performance appraisal.
This document provides an overview of key concepts in strategic human resource management, including recruitment and selection, training and development, performance appraisal, compensation and rewards systems, unions and labor laws. It discusses internal and external recruitment sources and selection methods such as interviews and tests. It also outlines training types, performance appraisal methods, factors in designing reward systems, and how unions and laws influence HR.
124
Unions: Member
and Leader Attitudes,
Behaviors, and
Political Activities
Chapter 4 examined the structure of the labor movement, detailing its com-
ponents, offices, and activities. With unionization, wages, hours, and terms
and conditions of employment are determined on a bilateral basis, and
ongoing workplace governance is shared by the employer and the union.
In unionized environments, individuals are simultaneously employ-
ees and union members. Regardless of unionization status, employ-
ers have explicit expectations about employee effort and performance
within their jobs. Employees ultimately are responsible for operating
their union and bargaining with their employer. Member commit-
ment and participation may vary substantially depending on the local
employment environment and the governance structure of the union.
This chapter examines union member participation and commitment
and the role of national unions in influencing the external environment
through political action. As you study this chapter, consider the follow-
ing questions:
1. What factors influence the willingness of union members to participate
in local union activities?
2. Can an employee be simultaneously committed to both employer and
union goals?
3. What effect does union political action have on outcomes important to
organized labor?
4. What factors influence the participation of women and minorities in
local and national unions?
Chapter Five
Chapter 5 Unions: Member and Leader Attitudes, Behaviors, and Political Activities 125
THE INDIVIDUAL AND THE LOCAL UNION
Most people who are union members joined after being hired by a union-
ized employer. As Chapter 10 will describe in more detail, unions usually
negotiate union security clauses into collective bargaining agreements,
requiring that represented employees join the union or pay an agency
fee for representation services. In states with right-to-work laws, federal
employment, and most state and local public employment, employees
cannot be required to join unions if they are represented, and most often
they are not required to pay agency fees.
In some occupations, unions are a major labor supply source. Where
employment is transient (as in the construction and maritime industries),
and when the union takes a leading role in occupational skill training (as in
the building trades), entry to employment is most often through the union.
In these unions, membership is not usually required to be employed by
a unionized employer, but it is a prerequisite for being referred to many
opportunities.
Joining, Socialization, and Leaving
Employers usually orient new employees to their workplaces. Most often
new employees start work at the beginning of a pay period. They usually
attend a group meeting at which they receive information about the com-
pany and its policies and procedures, enroll in benefit programs, and the
like. Then the.
The document summarizes research on the impact of the Information and Consultation of Employees Regulations (ICER) in the UK. It describes case studies of four organizations that established information and consultation arrangements in response to the ICER. The arrangements were generally management-initiated and focused more on information-sharing than meaningful consultation. Employee suggestions tended to be minor and management maintained control over strategic decisions. The research highlights issues like lack of management commitment, employee apathy, and legal frameworks that preserve managerial authority.
Hr Audit Can Be Beneficial In Todays Compliance Oriented Environment.4.27.12Barbara Richman, SPHR
HR audits can benefit companies by assessing compliance with employment laws and identifying
areas for improvement. While traditionally viewed as unnecessary, HR audits have become more
important in today's compliance-focused environment. An HR audit objectively examines policies,
procedures, and practices to determine gaps in legal compliance. Once issues are found,
corrective actions can be taken to reduce risks. Proper planning that considers the audit's scope,
interview subjects, documentation review, and a written report is necessary to conduct an
effective HR audit.
Interact 2015 Huron Vendor Pres - ContractMgtROIJens Brown
The document discusses steps for healthcare organizations to improve contract management. It outlines five key steps: 1) establish contract management goals, 2) reengineer business processes, 3) build the right organizational model, 4) establish formal contract management practices, and 5) develop standardized and automated contract creation methods. The overall message is that contract management requires an organizational journey and investment in people, processes, and technologies to consolidate data and drive efficiencies.
Employee relations encompass the formal and informal relationships between managers and employees. The key goals of employee relations are to gain employee commitment to organizational goals, ensure acceptance and implementation of organizational change, and resolve conflicts. Employee relations involve players such as employers, employees, unions, and public bodies. Mechanisms for managing employee relations include consultation, participation, communication, collective bargaining, and legal regulation. Employee relations are also influenced by external factors such as the labor market and government policies.
DiscussionEach week, youll have to post on at least three separat.docxemersonpearline
Discussion
Each week, you'll have to post on at least three separate days to the Discussion. Each post should be of a high quality. Your first post should be by Wednesday.
Be sure to select the Discussion page to the left and respond to the following question:
(2c) Now that you have completed your reading, consider your understanding of transformational change. Discuss what you have learned with your classmates. Respond to all of the following prompts:
Evaluate under what conditions transformational change would be necessary.
How would an OD practitioner attempt to change an organization’s culture?
Evaluate how integrated strategic change differs from traditional strategic planning and traditional planned organization change.
Course Project
Milestone Four
(2b) For your course project work this week, consider what you have learned throughout the course about organizational development and change. Use that knowledge to complete Milestone Four, the final milestone of your course project.
Final consolidated paper (all sections), including summary/conclusions
Make sure to include any corrections or feedback your instructor has given you on previous components of the course project.
The final paper should be no fewer than 8-10 page(s) in length.
No fewer than three to five peer-reviewed journal articles are required. Reference all sources using APA format. For guidance using APA format, please contact your instructor.
Week-1
MAN 5285
Development and Change
Description of the organization
Multiplex organization is one organization I would like to be employed in, especially in the future. Specific reasons contributeto my desire of working in such an organization. Multiplex organization deals with the recruitment of persons into different sectors of the market. The main aim is to link job seekers with employment opportunities, for the sake of improvement of basic standards of living and life in general. This is a unique venture, considering that the organization makes maximum profits and that at the same time, gives back to the community. Multiplex organization has branches in more than 20 countries, with more than 2000 employees in different branches. The concern and embracement of maximum corporate social responsibility is what has led to its formation and development.
To a large extent, the company benefits the community, through provision of job opportunities to the members and the surrounding environment as well. Multiplex organization values its employees, and also, gives credit to the recommended workers in different institutions. Recruitments and evaluations are however, first performed by the agency for quality verification purposes.
This shows how much good public image is desired by the organization (Jane, 2013).
Effectiveness in management and personnel interactions is highly emphasized on, for the purpose of profitability and competitive advantage. One major problem is experienced at multiplex, which should .
This document provides an overview of a Joint Learning Program workshop for union and management representatives at an unnamed agency. It includes an agenda with topics such as exploring consultation, roles and responsibilities of unions and management, and developing terms of reference for a labor management consultation committee. The goal is to improve relations and strengthen the parties' ability to positively influence workplaces.
The contradiction model of organizational effectiveness considers an organization to be more or less effective regarding different, often conflicting goals. It recognizes that organizations face multiple constraints from various internal and external stakeholders over different time frames. Effectiveness in one domain does not necessarily relate to effectiveness in another. The contradiction model can help identify constraints outside an organization's control and analyze how organizations make compromises and respond to environmental pressures.
Community Housing Cymru Board Network Meeting 14 may 2008stevecranston
The document discusses the agenda and key topics from a Board Members Network meeting in Cardiff. It includes updates on governance reviews and recommendations to improve strategic leadership, accountability, and risk management. Recommendations from governance reviews focus on board recruitment, partnership building, regulation, and training. The role and format of future network meetings is discussed, with an emphasis on peer networking and board member-led conversations.
This document provides an overview of a presentation on unions and union organizing. It discusses what makes companies vulnerable targets for unions, including industries with high union win rates. It also covers how unions gauge employee satisfaction, common reasons employees seek to unionize like unfair treatment and lack of communication, and signs that union organizing may be underway. The presentation provides guidance on policies and procedures companies should have in place. It also outlines dos and don'ts for supervisors during union campaigns and strategies for educating employees.
The document discusses various forms and levels of workers' participation in management in India. It outlines objectives like improving economic and social outcomes as well as worker motivation. Key forms discussed include works committees, joint management councils, workers' directors, and shop floor councils. The goal is to give workers influence over decision-making and improve communication between labor and management to increase productivity and reduce conflict. However, several factors like lack of competence and union opposition have limited the effectiveness of some participation methods.
This document provides an overview of important topics related to employee and labor relations, including:
1. The importance of integrating employee interests with organizational objectives to ensure willingness to work.
2. Key human needs like physiological, social, and egoistic needs that employers should seek to satisfy to reduce maladjustment.
3. Collective bargaining as a process of negotiation between employer and employee representatives to reach agreements on employment terms.
4. Additional processes like grievance handling, disciplinary action, and third party resolutions that are used to manage disputes and ensure productive relationships between employers and employees/unions.
Collective bargaining is a process of negotiation between employers and employees aimed at reaching agreements that regulate working conditions. It typically involves representatives of management and unions meeting to negotiate terms covering wages, hours, and other conditions, which are then documented in a collective bargaining agreement. Successful collective bargaining requires freedom of association, stable unions recognized by employers, good faith efforts to resolve differences, mutual respect between parties, and a supportive legal system. In Bangladesh, collective bargaining is governed by the Labor Act of 2006, but faces challenges from weak and unstable unions that do not represent most employees.
How to Prepare for Fortinet FCP_FAC_AD-6.5 Certification?NWEXAM
Begin Your Preparation Here: https://bit.ly/3VfYStG — Access comprehensive details on the FCP_FAC_AD-6.5 exam guide and excel in the Fortinet Certified Professional - Network Security certification. Gather all essential information including tutorials, practice tests, books, study materials, exam questions, and the syllabus. Solidify your knowledge of Fortinet FCP_FAC_AD-6.5 certification. Discover everything about the FCP_FAC_AD-6.5 exam, including the number of questions, passing percentage, and the time allotted to complete the test.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
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Similar to test-bank-for-labour-relations-5th-by-suffield.pdf
This academic article summarizes a study on the labor relations practices of selected companies in the Philippines. The study assessed existing labor relations tools and compared practices between large, medium, and small companies. It found that companies recognized the benefits of effective labor relations for productivity and efficiency. While collective bargaining was viewed positively, companies were reluctant about arbitration for resolving disputes. Overall, the extent of labor relations tool use was very great and perceptions did not differ significantly between company sizes or respondent groups.
The document discusses performance appraisal and management. It defines performance appraisal as a process where employees discuss their performance and development needs with their managers. Performance management is defined as a process that contributes to effective individual and team management to achieve high organizational performance. The key aspects of performance management covered include planning, acting, monitoring, and reviewing. The document also discusses the purposes, steps, methods, errors and types of performance appraisal.
This document provides an overview of key concepts in strategic human resource management, including recruitment and selection, training and development, performance appraisal, compensation and rewards systems, unions and labor laws. It discusses internal and external recruitment sources and selection methods such as interviews and tests. It also outlines training types, performance appraisal methods, factors in designing reward systems, and how unions and laws influence HR.
124
Unions: Member
and Leader Attitudes,
Behaviors, and
Political Activities
Chapter 4 examined the structure of the labor movement, detailing its com-
ponents, offices, and activities. With unionization, wages, hours, and terms
and conditions of employment are determined on a bilateral basis, and
ongoing workplace governance is shared by the employer and the union.
In unionized environments, individuals are simultaneously employ-
ees and union members. Regardless of unionization status, employ-
ers have explicit expectations about employee effort and performance
within their jobs. Employees ultimately are responsible for operating
their union and bargaining with their employer. Member commit-
ment and participation may vary substantially depending on the local
employment environment and the governance structure of the union.
This chapter examines union member participation and commitment
and the role of national unions in influencing the external environment
through political action. As you study this chapter, consider the follow-
ing questions:
1. What factors influence the willingness of union members to participate
in local union activities?
2. Can an employee be simultaneously committed to both employer and
union goals?
3. What effect does union political action have on outcomes important to
organized labor?
4. What factors influence the participation of women and minorities in
local and national unions?
Chapter Five
Chapter 5 Unions: Member and Leader Attitudes, Behaviors, and Political Activities 125
THE INDIVIDUAL AND THE LOCAL UNION
Most people who are union members joined after being hired by a union-
ized employer. As Chapter 10 will describe in more detail, unions usually
negotiate union security clauses into collective bargaining agreements,
requiring that represented employees join the union or pay an agency
fee for representation services. In states with right-to-work laws, federal
employment, and most state and local public employment, employees
cannot be required to join unions if they are represented, and most often
they are not required to pay agency fees.
In some occupations, unions are a major labor supply source. Where
employment is transient (as in the construction and maritime industries),
and when the union takes a leading role in occupational skill training (as in
the building trades), entry to employment is most often through the union.
In these unions, membership is not usually required to be employed by
a unionized employer, but it is a prerequisite for being referred to many
opportunities.
Joining, Socialization, and Leaving
Employers usually orient new employees to their workplaces. Most often
new employees start work at the beginning of a pay period. They usually
attend a group meeting at which they receive information about the com-
pany and its policies and procedures, enroll in benefit programs, and the
like. Then the.
The document summarizes research on the impact of the Information and Consultation of Employees Regulations (ICER) in the UK. It describes case studies of four organizations that established information and consultation arrangements in response to the ICER. The arrangements were generally management-initiated and focused more on information-sharing than meaningful consultation. Employee suggestions tended to be minor and management maintained control over strategic decisions. The research highlights issues like lack of management commitment, employee apathy, and legal frameworks that preserve managerial authority.
Hr Audit Can Be Beneficial In Todays Compliance Oriented Environment.4.27.12Barbara Richman, SPHR
HR audits can benefit companies by assessing compliance with employment laws and identifying
areas for improvement. While traditionally viewed as unnecessary, HR audits have become more
important in today's compliance-focused environment. An HR audit objectively examines policies,
procedures, and practices to determine gaps in legal compliance. Once issues are found,
corrective actions can be taken to reduce risks. Proper planning that considers the audit's scope,
interview subjects, documentation review, and a written report is necessary to conduct an
effective HR audit.
Interact 2015 Huron Vendor Pres - ContractMgtROIJens Brown
The document discusses steps for healthcare organizations to improve contract management. It outlines five key steps: 1) establish contract management goals, 2) reengineer business processes, 3) build the right organizational model, 4) establish formal contract management practices, and 5) develop standardized and automated contract creation methods. The overall message is that contract management requires an organizational journey and investment in people, processes, and technologies to consolidate data and drive efficiencies.
Employee relations encompass the formal and informal relationships between managers and employees. The key goals of employee relations are to gain employee commitment to organizational goals, ensure acceptance and implementation of organizational change, and resolve conflicts. Employee relations involve players such as employers, employees, unions, and public bodies. Mechanisms for managing employee relations include consultation, participation, communication, collective bargaining, and legal regulation. Employee relations are also influenced by external factors such as the labor market and government policies.
DiscussionEach week, youll have to post on at least three separat.docxemersonpearline
Discussion
Each week, you'll have to post on at least three separate days to the Discussion. Each post should be of a high quality. Your first post should be by Wednesday.
Be sure to select the Discussion page to the left and respond to the following question:
(2c) Now that you have completed your reading, consider your understanding of transformational change. Discuss what you have learned with your classmates. Respond to all of the following prompts:
Evaluate under what conditions transformational change would be necessary.
How would an OD practitioner attempt to change an organization’s culture?
Evaluate how integrated strategic change differs from traditional strategic planning and traditional planned organization change.
Course Project
Milestone Four
(2b) For your course project work this week, consider what you have learned throughout the course about organizational development and change. Use that knowledge to complete Milestone Four, the final milestone of your course project.
Final consolidated paper (all sections), including summary/conclusions
Make sure to include any corrections or feedback your instructor has given you on previous components of the course project.
The final paper should be no fewer than 8-10 page(s) in length.
No fewer than three to five peer-reviewed journal articles are required. Reference all sources using APA format. For guidance using APA format, please contact your instructor.
Week-1
MAN 5285
Development and Change
Description of the organization
Multiplex organization is one organization I would like to be employed in, especially in the future. Specific reasons contributeto my desire of working in such an organization. Multiplex organization deals with the recruitment of persons into different sectors of the market. The main aim is to link job seekers with employment opportunities, for the sake of improvement of basic standards of living and life in general. This is a unique venture, considering that the organization makes maximum profits and that at the same time, gives back to the community. Multiplex organization has branches in more than 20 countries, with more than 2000 employees in different branches. The concern and embracement of maximum corporate social responsibility is what has led to its formation and development.
To a large extent, the company benefits the community, through provision of job opportunities to the members and the surrounding environment as well. Multiplex organization values its employees, and also, gives credit to the recommended workers in different institutions. Recruitments and evaluations are however, first performed by the agency for quality verification purposes.
This shows how much good public image is desired by the organization (Jane, 2013).
Effectiveness in management and personnel interactions is highly emphasized on, for the purpose of profitability and competitive advantage. One major problem is experienced at multiplex, which should .
This document provides an overview of a Joint Learning Program workshop for union and management representatives at an unnamed agency. It includes an agenda with topics such as exploring consultation, roles and responsibilities of unions and management, and developing terms of reference for a labor management consultation committee. The goal is to improve relations and strengthen the parties' ability to positively influence workplaces.
The contradiction model of organizational effectiveness considers an organization to be more or less effective regarding different, often conflicting goals. It recognizes that organizations face multiple constraints from various internal and external stakeholders over different time frames. Effectiveness in one domain does not necessarily relate to effectiveness in another. The contradiction model can help identify constraints outside an organization's control and analyze how organizations make compromises and respond to environmental pressures.
Community Housing Cymru Board Network Meeting 14 may 2008stevecranston
The document discusses the agenda and key topics from a Board Members Network meeting in Cardiff. It includes updates on governance reviews and recommendations to improve strategic leadership, accountability, and risk management. Recommendations from governance reviews focus on board recruitment, partnership building, regulation, and training. The role and format of future network meetings is discussed, with an emphasis on peer networking and board member-led conversations.
This document provides an overview of a presentation on unions and union organizing. It discusses what makes companies vulnerable targets for unions, including industries with high union win rates. It also covers how unions gauge employee satisfaction, common reasons employees seek to unionize like unfair treatment and lack of communication, and signs that union organizing may be underway. The presentation provides guidance on policies and procedures companies should have in place. It also outlines dos and don'ts for supervisors during union campaigns and strategies for educating employees.
The document discusses various forms and levels of workers' participation in management in India. It outlines objectives like improving economic and social outcomes as well as worker motivation. Key forms discussed include works committees, joint management councils, workers' directors, and shop floor councils. The goal is to give workers influence over decision-making and improve communication between labor and management to increase productivity and reduce conflict. However, several factors like lack of competence and union opposition have limited the effectiveness of some participation methods.
This document provides an overview of important topics related to employee and labor relations, including:
1. The importance of integrating employee interests with organizational objectives to ensure willingness to work.
2. Key human needs like physiological, social, and egoistic needs that employers should seek to satisfy to reduce maladjustment.
3. Collective bargaining as a process of negotiation between employer and employee representatives to reach agreements on employment terms.
4. Additional processes like grievance handling, disciplinary action, and third party resolutions that are used to manage disputes and ensure productive relationships between employers and employees/unions.
Collective bargaining is a process of negotiation between employers and employees aimed at reaching agreements that regulate working conditions. It typically involves representatives of management and unions meeting to negotiate terms covering wages, hours, and other conditions, which are then documented in a collective bargaining agreement. Successful collective bargaining requires freedom of association, stable unions recognized by employers, good faith efforts to resolve differences, mutual respect between parties, and a supportive legal system. In Bangladesh, collective bargaining is governed by the Labor Act of 2006, but faces challenges from weak and unstable unions that do not represent most employees.
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In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
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1. Test Bank for Labour Relations 5th by Suffield
Full version at: https://testbankbell.com/product/test-bank-for-labour-relations-
5th-by-suffield/
Description:
This is the eBook of the printed book and may not include any media, website
access codes, or print supplements that may come packaged with the bound
book. Labour Relations, Fifth edition, has been written to provide a practical text
for labour relations, industrial relations and collective bargaining courses. Labour
relations is framed within a four-phased dynamic process: (i) a discontented
workforce looking for an external advocate; (ii) union organizing and certification;
(iii) collective bargaining; and (iv) contract administration. The book also
recognizes the importance of key actors in this process: employers, unions and
governments, all of whom are influenced by a challenging external environment.
Globalization, demographics, economic cycles, technological innovation, societal
views and other environmental factors pose threats and opportunities for these
key actors
Table of contents:
Title Page
Copyright Page
Dedication Page
Brief Contents
Contents
Preface
Acknowledgements
About the Authors
1 Introduction to Labour Relations
Defining Labour Relations, Industrial Relations and Employee Relations
HRM Professionals and Labour Relations
2. Labour Relations Issue 1-1 Labour Relations Questions
The Employment Relationship in Non-union and Union Settings
The Employment Relationship
Key Considerations 1-1 Non-union vs. Unionized Workplaces
The Development of Unions and Labour Relations in Canada
Key Considerations 1-2 Events in the Development of Labour Relations
Early Unions
Entry and Influence of International Unions
Early Labour Legislation and the Rise of Industrial Unions
Public-Sector Unionization
Frameworks for Labour Relations
Industrial Relations Systems Approach—John Dunlop
Key Considerations 1-3 Elements of Dunlop’s IR Systems Model
“Open-system” Industrial Relations—Alton Craig
Political Economy Approach
Overview of This Book
2 The Environment
Economic Environment
Macroeconomic Environment
Government Economic Policy
Industry and Firm-Level Demand
Other Economic Trends Affecting Labour Relations
Technology
Demographics
3. Social Environment
Political Environment
Labour Relations Issue 2-1 What Are Your Values and Beliefs Relating to Unions?
Divided Jurisdiction
Legal Environment
Human Rights Legislation
Key Considerations 2-1 Possible Measures to Accommodate
Key Considerations 2-2 Factors Determining Undue Hardship
Labour Relations Issue 2-2 When Is a Discriminatory Requirement a BFOR?
The Canadian Charter of Rights and Freedoms
3 Employers: Objectives, Processes and Strategy
Management Objectives and Processes
Efficiency or Productivity
Control
Employer Labour Relations Strategy
Factors Affecting an Employer’s Labour Relations Strategy
Possible Employer Strategies
Strategies of Canadian Employers
Importance of Labour Relations Strategy
Alternative HR Strategies or Approaches to HR Management
High-Performance Work Systems
Key Considerations 3-1 Policies and Practices for a High-Performance Work
System
Employee Relations Programs
Employee Communications
4. Key Considerations 3-2 Best Practices in Employee Communications
Staff Recognition Programs
Employee Involvement
Forms of Employee Involvement
Employee Involvement Under the Collective Agreement
Employee Involvement Outside of the Collective Agreement
Labour Relations Issue 3-1 Employee Involvement – Joint Union–Management
Committees
Further Considerations for Employee Involvement Programs
Outcomes of Employee Involvement
Key Considerations 3-3 A Progressive Discipline Framework
Diversity Management
4 Unions: Objectives, Processes and Structure
Unions in Canada
Extent of Unionization
Types of Unions
Union Objectives and Processes
Improving Terms and Conditions of Work
Protecting Employees Against Arbitrary Management Action
Providing a Process for Conflict Resolution and Employee Input
Pursuing Economic and Social Change
Union Structure and Functions
Union Local
Key Considerations 4-1 Functions of a Union Local
Independent Local Unions
5. National and International Unions
Key Considerations 4-2 Functions of National and International Unions
Labour Relations Issue 4-1 The Relationship Between a National Union, Union
Local and Union Members
Labour Federations and Congresses
Key Considerations 4-3 Functions of the Canadian Labour Congress
Labour Relations Issue 4-2 Unifor Splits from Canadian Labour Congress
Labour Councils
Other Features of Union Structure
5 Governments, Labour Relations Boards and Other Parties
Government Objectives and Processes
Regulation of Labour Relations Processes
Regulation of Labour Relations Outcomes
Protection of the Public Interest
Regulation of the Economy
Assistance to Industry
Regulating Market Practices and Results
Government Employers: Objectives
Maintaining Office
Labour Relations Boards
Composition of Labour Relations Boards
Key Considerations 5-1 Labour Relations Board Responsibilities
Board Responsibilities
Procedure and Remedies
6. Labour Relations Issue 5-1 Labour Relations Boards: Part of a Tri-Partite
Employment Relationship
Other Parties
Arbitrators
Courts
Human Rights Tribunals
6 Union Organizing Drive and Certification
The Decision to Unionize
Why Employees Unionize
Why Employees Do Not Join a Union
External Factors Affecting Unionization
How Bargaining Rights Are Obtained and Their Significance
Certification of a Union
Organizing Campaign
Application for Certification to Labour Relations Board
Labour Relations Issue 6-1 Determining Employee Status: The Fourfold Test
Determination of Union Support
Conduct During Organizing and Certification Processes
Employer Unfair Labour Practices
Key Considerations 6-1 Employer Unfair Labour Practices
Permissible Employer Conduct
Key Considerations 6-2 Permitted Employer Conduct During an Organizing
Campaign
Labour Relations Issue 6-2 What Employers Have Said in Response to a Union
Organizing Campaign
7. Union Unfair Labour Practices
Remedies for Unfair Labour Practices
Decertification
Decertification Application by Employees
Certification of a Different Union
Additional Grounds for Decertification
Successor Rights
7 The Collective Agreement
Introduction
Collective Agreement Contents
Legal Requirements for Collective Agreements
Mandatory Terms
Union Recognition
Key Considerations 7-1 Union Recognition
Grievance and Arbitration Process
Key Considerations 7-2 Grievance and Arbitration Procedure
Strikes and Lockouts
Duration or Term of the Agreement
Voluntary Terms
Management Rights
Labour Relations Issue 7-1 Does Management Have to Act Reasonably?
Bargaining Unit Work
Union Security
Key Considerations 7-3 Protection of Bargaining Unit Work
8. Key Considerations 7-4 Union Security
Labour Relations Issue 7-2 Can the Collective Agreement Prevent Probationary
Employees from Challeng
Seniority
Key Considerations 7-5 Seniority Definition, Establishment and Termination
Labour Relations Issue 7-3 Seniority Accumulation Protection During Disability and
Pregnancy & Paren
Seniority: Application to Layoffs, Recalls and Job Vacancies
Key Considerations 7-6 Seniority Application to Layoffs, Recalls and Job Vacancies
Key Considerations 7-7 Discipline and Discharge
Discipline and Discharge
Hours of Work and Scheduling
Key Considerations 7-8 Hours of Work and Scheduling
Overtime
Key Considerations 7-9 Overtime
Public Holidays
Vacation
Key Considerations 7-10 Holidays and Holiday Pay
Key Considerations 7-11 Vacations
Leave of Absences
Key Considerations 7-12 Leave of Absences
Wages
Benefits
Key Considerations 7-13 Benefits
Key Considerations 7-14 Health and Safety
9. Health and Safety
Technological Change
Key Considerations 7-15 Technological Change
Contracting Out
Union Business
Key Considerations 7-16 Contracting Out
Prohibited Terms
Key Considerations 7-17 Union Business
8 Negotiation of the Collective Agreement
Bargaining Structure
Possible Bargaining Structures
Centralized vs. Decentralized Bargaining
Informal Bargaining Structure
Sub-processes in Negotiation
Intra-organizational Bargaining
Distributive Bargaining
Integrative Bargaining
Attitudinal Structuring: Shaping the Parties’ Attitudes and Relationships
Implications of Sub-processes in Negotiation
Union–Management Relationship
Types of Union–Management Relationships
Factors Determining the Union–Management Relationship
Negotiation Process
Notice to Bargain
10. Bargaining Teams
Preparations for Negotiation
Labour Relations Issue 8-1 Principles for Collective Bargaining – Canadian Labour
Congress
Meetings of the Bargaining Teams
Duty to Bargain in Good Faith
Key Considerations 8-1 Stages of Negotiation
First Contract Arbitration
Strategies and Tactics in Distributive Bargaining
Bargaining Power
Labour Relations Issue 8-2 Should Labour Relations Legislation Prohibit the Use of
Replacement Worke
Conciliation, Mediation and Interest Arbitration
Memorandum of Settlement and Ratification
Interest-Based or Mutual Gains Bargaining
Key Considerations 8-2 Principles for Interest-Based Bargaining from Getting to
Yes
Interest-Based Bargaining: An Illustration
Adoption of Interest-Based Bargaining
9 Strikes, Lockouts and Contract Dispute Resolution
Strikes and Lockouts
Strikes and Lockouts Defined
Labour Relations Issue 9-1 Air Canada Workers Carry Out a Wildcat Strike
Functions of Strikes
Significance of Strikes
11. Factors Affecting Strikes
When Can the Parties Strike or Lockout?
Labour Relations Issue 9-2 Should a “Hot Cargo” Clause Be Enforceable?
Strike Activity and the End of a Strike
Key Considerations 9-1 Reinstatement of Striking Workers
Extent of Strike Activity
Contract Dispute Resolution
Key Considerations 9-2 Contract Dispute Resolution Policy Issues
Types of Third-Party Assistance
Key Considerations 9-3 Mediators as “Active” Participants in Resolving Disputes in
Collective Ba
Other Dispute Resolution Methods
10 Administration of the Collective Agreement
Management Rights
Limitations on the Exercise of Management Rights
Seniority
Accumulation and Termination of Seniority
Labour Relations Issue 10-1 Management-Imposed Dress Code Policy on Tattoos
and Body Piercing Found
Job Posting and Selection Process
Layoffs
Recall to Work Following a Layoff
Assessing Skill and Ability
Key Considerations 10-1 Ways to Increase the Validity and Fairness of
Employment Interviews
12. Remedies at Arbitration
Human Rights Issues in the Administration of the Agreement
Employer and Union Obligations
Obligations of Employees in Accommodation
The Grievance Process and Arbitration Process
Significance of the Grievance and Arbitration Process
Functions of Grievances and Arbitration
Benefits of Grievances and Arbitration
Potential Concerns of Employers Regarding the Grievance Process
Grievance Procedures
Ownership of the Grievance
Grievance Procedural Matters
Settlement Agreements
Arbitration
Rights vs. Interest Arbitration
Arbitrators
The Arbitration Hearing
Arbitration Decisions
Arbitrability
Labour Relations Issue 10-2 When is a Dispute Arbitrable?
Cost of Arbitration
Remedies
Review of Arbitration Decisions
Problems with Arbitration
13. Discipline and Discharge
Possible Grounds for Discipline or Discharge
Progressive Discipline
Procedural Matters
Issues and Outcomes at Arbitration
Appropriateness of the Penalty Imposed
Labour Relations Issue 10-3 Is Surreptitious Video Admissible as Evidence?
Key Considerations 10-2 Factors Arbitrators Consider When Reviewing Discipline
Imposed by the Employ
Last Chance Agreements
Implications for Employers and Unions
Key Considerations 10-3 Considerations for Employers When Imposing Discipline
Key Considerations 10-4 Considerations for Unions Responding to Discipline
Non-Disciplinary Measures for Innocent Absenteeism
Culpable vs. Innocent Absenteeism
Non-disciplinary Discharge
Responses Other Than Discharge
Duty of Fair Representation
Nature of the Union’s Duty of Fair Representation
Implications for Employers and Unions
11 Public-Sector Labour Relations
The Public Sector: Size and Importance
Definition of the Public Sector
Scope of the Public Sector
Importance of the Public Sector
14. Development of Collective Bargaining in the Public Sector
Why Public-Sector Employees Were Not Allowed to Unionize
Employee Associations
Collective Bargaining Rights Extended to the Public Sector
Labour Relations Issue 11-1 Should Teachers Be Allowed to Strike?
Distinctive Features of Public-Sector Labour Relations
Employers
Unions and Their Members
Legislative Framework
Establishment of Bargaining Rights
Scope of Contract Negotiation
Contract Dispute Resolution
Key Considerations 11-1 Advantages and Disadvantages of Alternative Contract
Dispute Resolution (CDR
Recent Developments in Public-Sector Labour Relations
Economy
Political and Social Environment
Public-Sector Compensation
12 The Future of Unions
The Impact of Demographics
Key Considerations 12-1 The Five Generation Workplace
Age
Labour Relations Issue 12-1 Why Youth and Unions Can’t Seem to See Eye to Eye
Gender
Labour Relations Issue 12-2 UFCW Women and Gender Committee
15. Visible Minorities, Aboriginals and LGBTQ
Economic Trends
Labour Relations Issue 12-3 Canada’s Unions Support Canadian Retaliation
Against American Steel an
Globalization
Labour Relations Issue 12-4 Future Union Strategies to Deal with Globalization
Confrontation or Collaboration?
Appendix A Cases
Appendix B Grievance and Arbitration
Appendix C Contract Negotiation Simulation
Endnotes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12