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WEEK 1 Striking a Balance (graded) When efficiency, equity, voice, and

WEEK 1 Striking a Balance (graded) When efficiency, equity, voice, and

WEEK 1

Striking a Balance (graded)

When efficiency, equity, voice, and other employee, union, and
corporate goals conflict with each other, what should happen next?
Should property rights dominate labor rights? Should labor rights
dominate property rights? Should they be balanced? Defend your
reasoning.Contemporary Pressures in Labor Relations (graded)
Discuss the current pressures on the U.S. labor relations
systemon the corporate side, workplace flexibility and employment
involvement (stemming at least partly from globalization) and on the
labor side, low union density, a representation gap, and difficulties in
organizing new workers.WEEK 2

Union and Labor Key Strategies (graded)

Like any business, labor relations require a strategic approach
to create an efficient plan in support of employees. What is a key union
or labor strategy that is still used today? What is a key historical
strategy that should no longer be part of a labor relations plan?
Thoroughly explain both responses.Labor History (graded)
It has been written, The attempt of persons to understand the
forces remaking their world and, by organization, to control them,
constitutes the major motif of the social history of the late 19th
century. Describe how this statement applies to workers and unions in
the different periods of labor history. Does this statement have
applicability in todays labor relations arena?WEEK 3

HR Strategy and the Employee Voice (graded)

Human resource professionals need to ensure that employees have a
voice in the employment relationship with their employers. From an HR
perspective, what strategies would you consider employing to make sure
employees have the ability to have a voice? Explain your reasoning for
those strategies.

Union Organizing Process (graded)

Discuss what you think are the most important challenges for both
unions and management in a union workplace. Why are the challenges in a
nonunion workplace? How have these challenges changed over the last 5
to 10 years?WEEK 4Labor Law (graded)
In both private and public sectors, a sharp increase in union
membership coincides with the passage of protective legislation. A
long-standing debate is whether increased demand for unionization causes
new legislation or vice versa. What side of this argument do you find
yourself on and why? Explain your reasoning. Bring in recent examples in
the news that support your stand.

Bargaining (graded)

Bargaining has resulted in many rights and benefits for all
employees within the workplace. Describe your understanding of the
purpose of bargaining. Conduct some additional research, and review a
case study that includes union bargaining (be sure to cite your source
of the case study).WEEK 5

Interest Arbitration (graded)

List the pros and cons of interest arbitration. Why do you think
the usage of interest arbitration in the private sector is so low?

This section lists options that can be used to view responses.

Grievances (graded)

A union-represented employee filed a grievance with her employer
because she was terminated. The employer stated they were in an at-will
state and had the right to terminate anyone at any time without cause.
The former employee was terminated with no reason given, so the employer
states he had the right to terminate her on the spot. Share your
thoughts on this scenario as the labor relations professional. Detail
what steps you would take, if any, and explain each step thoroughly. Be
sure to cite labor law accordingly.WEEK 6

Conflict Management (graded)

Some conflict management styles include avoidance, accommodation,
competition, compromise, and collaboration. Which style do you think
you use for conflict resolution? Share why you tend to use that approach
to resolve conflicts. Also share instances when a particular style did
not go so well. Why, from your view, did that happen? What, if anything,
did you learn when that style did not help?

Resolving Labor Disputes (graded)

According to Arbitrator Daugherty (Koven and Smith, 2006), there are seven tests of just cause.
Was the worker given advance warning of the consequences of his or her conduct?Was the rule, order, or standard reasonably related to employee performance?Was the alleged violation thoroughly investigated before discipline?Was the investigation fair and objective?Did the investigation reveal convincing proof of guilt?Was the employer’s discipline nondiscriminatory?Was the discipline reasonably related to the worker’s record and the severity of the conduct?
How would you answer these questions based on the following
scenario? Be thorough because you will be presenting this in front of
the union.
Scenario
An employee received a disciplinary letter for her personnel file
because she made a mistake on the job. This letter removes seniority
points from her record. The company is in the middle of layoffs, and as
a result of this letter, this employee would be next for layoff, when
without the letter, she would have been safe. The mistake did not cost
the business money but rather embarrassment to the supervisor, according
to the employee. The contract states that the disciplinary process may
be used for performance issues. The supervisor stated that the
employees mistake was a performance issue and he had the right to
issue a disciplinary letter. This employees previous performance
appraisals have been satisfactory and above.
Reference
Koven, A., & Smith, S. (2006). Just cause: The seven tests (3rd ed.). Arlington, VA: BNA Books.WEEK 7

Workforce Change (graded)

What recommendations would you make to union and management
leadership in order to meet the demands of a constantly changing
workplace? What are some possible warnings?Companies, Unions, and the 21st Century (graded)
There is going to be a major generation shift with baby boomers
leaving the workplace. Generations X and Y do not have the same ties to
union activities as the baby boomers. What might unions have to offer
these new generations? How would unions go about connecting with these
two generations?When efficiency, equity, voice, and other employee, union, and
corporate goals conflict with each other, what should happen next?
Should property rights dominate labor rights? Should labor rights
dominate property rights? Should they be balanced? Defend your
reasoning.Discuss the current pressures on the U.S. labor relations
systemon the corporate side, workplace flexibility and employment
involvement (stemming at least partly from globalization) and on the
labor side, low union density, a representation gap, and difficulties in
organizing new workers.WEEK 2
Like any business, labor relations require a strategic approach
to create an efficient plan in support of employees. What is a key union
or labor strategy that is still used today? What is a key historical
strategy that should no longer be part of a labor relations plan?
Thoroughly explain both responses.It has been written, The attempt of persons to understand the
forces remaking their world and, by organization, to control them,
constitutes the major motif of the social history of the late 19th
century. Describe how this statement applies to workers and unions in
the different periods of labor history. Does this statement have
applicability in todays labor relations arena?WEEK 3Human resource professionals need to ensure that employees have a
voice in the employment relationship with their employers. From an HR
perspective, what strategies would you consider employing to make sure
employees have the ability to have a voice? Explain your reasoning for
those strategies.Discuss what you think are the most important challenges for both
unions and management in a union workplace. Why are the challenges in a
nonunion workplace? How have these challenges changed over the last 5
to 10 years?WEEK 4In both private and public sectors, a sharp increase in union
membership coincides with the passage of protective legislation. A
long-standing debate is whether increased demand for unionization causes
new legislation or vice versa. What side of this argument do you find
yourself on and why? Explain your reasoning. Bring in recent examples in
the news that support your stand.Bargaining has resulted in many rights and benefits for all
employees within the workplace. Describe your understanding of the
purpose of bargaining. Conduct some additional research, and review a
case study that includes union bargaining (be sure to cite your source
of the case study).List the pros and cons of interest arbitration. Why do you think
the usage of interest arbitration in the private sector is so low?A union-represented employee filed a grievance with her employer
because she was terminated. The employer stated they were in an at-will
state and had the right to terminate anyone at any time without cause.
The former employee was terminated with no reason given, so the employer
states he had the right to terminate her on the spot. Share your
thoughts on this scenario as the labor relations professional. Detail
what steps you would take, if any, and explain each step thoroughly. Be
sure to cite labor law accordingly.WEEK 6Some conflict management styles include avoidance, accommodation,
competition, compromise, and collaboration. Which style do you think
you use for conflict resolution? Share why you tend to use that approach
to resolve conflicts. Also share instances when a particular style did
not go so well. Why, from your view, did that happen? What, if anything,
did you learn when that style did not help?According to Arbitrator Daugherty (Koven and Smith, 2006), there are seven tests of just cause.How would you answer these questions based on the following
scenario? Be thorough because you will be presenting this in front of
the union.ScenarioAn employee received a disciplinary letter for her personnel file
because she made a mistake on the job. This letter removes seniority
points from her record. The company is in the middle of layoffs, and as
a result of this letter, this employee would be next for layoff, when
without the letter, she would have been safe. The mistake did not cost
the business money but rather embarrassment to the supervisor, according
to the employee. The contract states that the disciplinary process may
be used for performance issues. The supervisor stated that the
employees mistake was a performance issue and he had the right to
issue a disciplinary letter. This employees previous performance
appraisals have been satisfactory and above.ReferenceKoven, A., & Smith, S. (2006). Just cause: The seven tests (3rd ed.). Arlington, VA: BNA Books.WEEK 7What recommendations would you make to union and management
leadership in order to meet the demands of a constantly changing
workplace? What are some possible warnings?There is going to be a major generation shift with baby boomers
leaving the workplace. Generations X and Y do not have the same ties to
union activities as the baby boomers. What might unions have to offer
these new generations? How would unions go about connecting with these
two generations?

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