HRM
586 Final Exam

HRM 586 Page 1
1. (TCO A) You are the new leader of the local union at your company. There are
many new employees who have joined the union in the past year, and they have
questions about the way union membership works. These new employees are not
sure about how to be in the union and still interact with the boss. It seems to
some of them that in their non-union jobs, they would just say and do what it
took to get their questions answered, and they did not see much difference between
themselves and the boss. Others want to run to the union steward every time the
boss says something they don t like. The questions involve management rights
and employee rights. Your job is to develop a summary sheet which lists the
content for a union meeting. Your summary should include the basics of how
unions operate and specifics on management rights and employee rights in the
union environment.
2. (TCO B) The development of unions in the U.S. has a dynamic and complex
history. Despite the growth and power that unions enjoyed in the past, today
they are on the decline. Unions are working in various ways to improve their
status and membership levels in the U.S. There are a number of social,
economic, and business factors that are either helping or slowing down the
development of the union movement.
(a) Compile the various statistical, historical, economic, and social factors
that have led to the decline of unions.
(b) Devise a plan to help unions reverse these trends and potentially turn back
to a growth pattern.
3. (TCO C) Contract negotiations will typically reflect the current status of
the economy, political/legal concerns, social factors impacting society in
general, and other concerns held by management and labor. The issues can become
complex, with each side presenting their view of what has changed in the
economy, as well as their own needs for changes to wages and benefits, etc. The
proof that is brought to the bargaining table supports either management’s
perspective or that of the union. Play the role of a consultant to management.
(a) Summarize for the management team the economic, political/legal, social,
and other factors that you believe the union will integrate into their
negotiations package.
(b) Devise a counter proposal that management can bring to the table.
4. (TCO D) When management and labor interact during negotiations, during a
grievance, or just on a daily work basis, their relationship is largely defined
by a variety of federal and state laws. These laws can be seen as helping, or
they can be considered a hindrance to labor or management as they try to reach
their goals. Both sides have their point of view. In the past, the laws were
created to help the unions organize and members to join a union. Later, the
laws helped management deal with the union. The labor laws of this country have
helped to bring some balance to the labor and management relationship. Consider
the major labor legislation passed over the years.
(a) Explain how key components of the labor laws impact the union/management
relationship today.
(b) In your explanation, describe how both management and labor benefit from
these key provisions.
5. (TCO E) Describe the differences between the AFL-CIO and “Change to
Win” federations. How are these organizations competing for the same
employees?

HRM 586 Page 2
1. (TCO I) The typical labor agreement includes disciplinary procedures that
are advantageous to both managers and the union and union workers. Describe the
disciplinary procedures and outline the sections that may be advantageous to
employees versus those that are advantageous to management. Contrast your
findings with a non-union environment. Describe the effectiveness of each
approach.
2. (TCO G) Two industries (Industry X and Industry Y) are run by labor unions.
Even though the unions overseeing these industries are considered honest and
conscientious, we have seen a large disparity in pay between the industries. In
fact, the wages in Industry X are now three times the rate as those of Industry
Y. What factors account for the differences in these two industries?
3. (TCO F) Wage issues are often the catalyst for a strike. While the union is
focusing on what they can get in terms of total income to the union member,
management is looking at the impact of these costs on the total business
picture. From a management perspective, defend what you would judge to be the
most desirable arrangement for your organization. Consider the ability-to-pay
approach and the comparative approach. Be sure to include other factors around
the wage issue that might impact your decision.
4. (TCO H) Your boss is new to the union environment and your organization is
three weeks into a grievance for discharging an employee without just cause.
Your role is to prepare your boss for the grievance process. Outline a typical
grievance/arbitration procedure and evaluate the impact of that procedure on
your organization.HRM
586 Final Exam

HRM 586 Page 1
1. (TCO A) You are the new leader of the local union at your company. There are
many new employees who have joined the union in the past year, and they have
questions about the way union membership works. These new employees are not
sure about how to be in the union and still interact with the boss. It seems to
some of them that in their non-union jobs, they would just say and do what it
took to get their questions answered, and they did not see much difference between
themselves and the boss. Others want to run to the union steward every time the
boss says something they don t like. The questions involve management rights
and employee rights. Your job is to develop a summary sheet which lists the
content for a union meeting. Your summary should include the basics of how
unions operate and specifics on management rights and employee rights in the
union environment.
2. (TCO B) The development of unions in the U.S. has a dynamic and complex
history. Despite the growth and power that unions enjoyed in the past, today
they are on the decline. Unions are working in various ways to improve their
status and membership levels in the U.S. There are a number of social,
economic, and business factors that are either helping or slowing down the
development of the union movement.
(a) Compile the various statistical, historical, economic, and social factors
that have led to the decline of unions.
(b) Devise a plan to help unions reverse these trends and potentially turn back
to a growth pattern.
3. (TCO C) Contract negotiations will typically reflect the current status of
the economy, political/legal concerns, social factors impacting society in
general, and other concerns held by management and labor. The issues can become
complex, with each side presenting their view of what has changed in the
economy, as well as their own needs for changes to wages and benefits, etc. The
proof that is brought to the bargaining table supports either management’s
perspective or that of the union. Play the role of a consultant to management.
(a) Summarize for the management team the economic, political/legal, social,
and other factors that you believe the union will integrate into their
negotiations package.
(b) Devise a counter proposal that management can bring to the table.
4. (TCO D) When management and labor interact during negotiations, during a
grievance, or just on a daily work basis, their relationship is largely defined
by a variety of federal and state laws. These laws can be seen as helping, or
they can be considered a hindrance to labor or management as they try to reach
their goals. Both sides have their point of view. In the past, the laws were
created to help the unions organize and members to join a union. Later, the
laws helped management deal with the union. The labor laws of this country have
helped to bring some balance to the labor and management relationship. Consider
the major labor legislation passed over the years.
(a) Explain how key components of the labor laws impact the union/management
relationship today.
(b) In your explanation, describe how both management and labor benefit from
these key provisions.
5. (TCO E) Describe the differences between the AFL-CIO and “Change to
Win” federations. How are these organizations competing for the same
employees?

HRM 586 Page 2
1. (TCO I) The typical labor agreement includes disciplinary procedures that
are advantageous to both managers and the union and union workers. Describe the
disciplinary procedures and outline the sections that may be advantageous to
employees versus those that are advantageous to management. Contrast your
findings with a non-union environment. Describe the effectiveness of each
approach.
2. (TCO G) Two industries (Industry X and Industry Y) are run by labor unions.
Even though the unions overseeing these industries are considered honest and
conscientious, we have seen a large disparity in pay between the industries. In
fact, the wages in Industry X are now three times the rate as those of Industry
Y. What factors account for the differences in these two industries?
3. (TCO F) Wage issues are often the catalyst for a strike. While the union is
focusing on what they can get in terms of total income to the union member,
management is looking at the impact of these costs on the total business
picture. From a management perspective, defend what you would judge to be the
most desirable arrangement for your organization. Consider the ability-to-pay
approach and the comparative approach. Be sure to include other factors around
the wage issue that might impact your decision.
4. (TCO H) Your boss is new to the union environment and your organization is
three weeks into a grievance for discharging an employee without just cause.
Your role is to prepare your boss for the grievance process. Outline a typical
grievance/arbitration procedure and evaluate the impact of that procedure on
your organization.