E-HRM | Labor Union| Unit 6

1. KYTC Prepared by: Safaa S.Y. Dalloul E-HRM | Labor Union| Unit 6 http://safaadalloul.wordpress.com 2013-2014

2. Employees Relations Definition Human resource activities associated with movement of employees within firm after they become organizational members

3. Internal Employees Relation Activities

4. Disciplinary Actions Discipline - State of employee self-control and orderly conduct. Disciplinary action -Invokes penalty against employee who fails to meet established standards Disciple Teach

5. Disciplinary Actions Intent of disciplinary action should be to ensure recipient/employee sees disciplinary action as learning process

6. Disciplinary Actions Effective Disciplinary Action? Addresses employee’s wrongful behavior, not employee as a person.  Should not be applied haphazardly

7. Disciplinary Actions Effective Disciplinary Action? Not usually management’s initial response to a problem Normally, there are more positive ways of convincing employees to adhere to company policies

8. Disciplinary Actions

9. Termination • Most severe penalty; should be most carefully considered

10. Termination • Termination of no managerial/ nonprofessional employees • If firm unionized, termination procedure well defined in labor agreement • Non-Union workers can generally be terminated more easily.

11. Termination • Termination of executives • Affects on Economic  • Reorganization/downsize • Philosophical differences • Decline in productivity • No formal appeals procedure

12. Termination • Termination of middle- and lower-level managers and professionals • In past, most vulnerable and neglected group with regard to termination • Not members of union nor protected by labor agreement

13. Transfers • Lateral movement of worker within organization • Should not imply that person is being either promoted or demoted

14. Transfers • Transfers Serve Several Purposes • Necessary to reorganize • Make positions available in primary promotion channels • Satisfy employees’ personal desires

15. Transfers • Transfers Serve Several Purposes • Deal with personality clashes • Becoming necessary to have wide variety of experiences before achieving promotion

16. Promotion • Movement to higher level in company • One of the most emotionally charged words in human resource management

17. Resignation • Exit interview: Means of revealing real reasons employees leave jobs which is conducted before employee departs company.

18. Resignation • Post-Exit questionnaire - Sent to former employees several weeks after leave organization to determine real reason the employee left.

19. Resignation • Attitude Surveys: Means of Retaining Quality Employees • Seek employee input to determine feeling about such topics as:

20. Resignation

21. Resignation • Advanced notice of resignation • Would like 2 weeks • Communicate policy to all employees • May pay employee for notice time and ask him/her to leave immediately

22. Retirement • Many long-term employees leave organization through retirement. • > 60

23. Labor Union Objectives • To secure and improve living standards and economic status of members. • To enhance and guarantee individual security against threats and contingencies that might result from market fluctuations, technological change, or management decisions.

24. Labor Union Objectives • To influence power relations in social system in ways that favors and does not threaten union gains and goals. • To advance welfare of all who work for a living, whether union members or not.

25. Labor Union Objectives • To create mechanisms to guard against use of arbitrary and capricious policies and practices in workplace.

26. Labor Union Growth Strategies Strategically Located Union Members • Importance of jobs held by union members significantly affects union power • Few strategically located union members may exert disproportionate amount of power • Truckers or dock workers can affect entire country.

27. Labor Union Growth Strategies Organizing Several Big Companies at Once • Service Employees International Union (SEIU) in Houston organized janitors at several big companies at once. • Negotiated big industry-wide contract. • Eliminates each company’s fear of being undercut by competitors if it allows higher wages. • Companies stay neutral.

28. Labor Union Growth Strategies Pulling the Union • Put pressure on end user of company’s product • Strike against four Johnson Controls factories that make interior parts for some of country’s best-selling vehicles • GM and Chrysler played active behind-the-scenes role by pressuring JCI to settle dispute

29. Labor Union Growth Strategies Political Involvement • Political arm of AFL-CIO is Committee on Political Education (COPE) • Union recommends and assists candidates who will best serve its interests

30. Labor Union Growth Strategies Political Involvement • With friends in government, union in stronger position • Give money to candidates who pledge to help pass pro-labor legislation

31. Labor Union Growth Strategies Union Salting • Process of training union organizers to apply for jobs at company and, once hired, work to unionize • Supreme Court has ruled employers cannot discriminate against union salts

32. Labor Union Growth Strategies Flooding the Community • Process of union inundating communities with organizers to target particular business • Unions typically choose companies in which nonunionized employees have asked for help in organizing

33. Labor Union Growth Strategies Flooding the Community • Target weak managers’ departments as way to appeal to dissatisfied employees

34. Labor Union Growth Strategies Public Awareness Campaigns • Labor maneuvers that do not coincide with strike or organizing campaign to pressure employer for better wages, benefits, and the like • Alternative to strikes because more employers are willing to replace striking workers

35. Labor Union Growth Strategies Public Awareness Campaigns • Employers have less recourse against labor campaigns involving joint political and community groups that support union goals

36. Labor Union Growth Strategies Building Organizational Funds • AFL-CIO asks its affiliates to increase organizing funds • Increase funding to organizing institute, which trains organizers, and launches advertising campaign to create wider public support for unions

37. Why Employees Join Unions • The following are some important reasons which clarify why employees join unions • Dissatisfaction with management • Social outlet • Opportunity for leadership • Forced unionization • Peer pressure

38. Why Employees Join Unions • Dissatisfaction with management • Compensation • Job Security • Management Attitude

39. Why Employees Join Unions • Social Outlet • Many people have strong social needs   • Take advantage of union-sponsored recreational and social activities that members and their families find fulfilling • People who develop close personal relationships will likely stand together in difficult times

40. Why Employees Join Unions • Opportunity for Leadership • Some individuals aspire to leadership roles   • Employees with leadership aspirations can often satisfy those aspirations through union membership • Union also has a hierarchy of leadership that begins with the union steward

41. Why Employees Join Unions • Forced Unionization • In 28 states without right-to-work laws, legal for employer to agree with union that new employee must join union after certain period of time (generally 30 days) or be terminated . • Referred to as union shop agreement

42. Why Employees Join Unions • Forced Unionization • Right-to-Work Laws • Prohibit management and unions from entering into agreements requiring union membership as condition of employment

43. Why Employees Join Unions • Forced Unionization • Right-to-Work Laws • State statutes or constitutional provisions that ban practice of requiring union membership or financial support as condition of employment • 22 states, located primarily in South and West, have adopted such laws

44. Peer Pressure • May constantly remind an employee that he or she is not a member of the union • In extreme cases, union members have threatened nonmembers with physical violence and sometimes have carried out these threats .

45. Collective Bargaining • Performance of mutual obligation of employer and representative of employees to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment,

46. Collective Bargaining • or the negotiation of an agreement, or any question arising there under and execution of written contract incorporating any agreement reached if requested by either party, but such obligation does not compel either party to agree to proposal or require making of a concession.

47. Bargaining Unit • Consists of employees (not necessarily union members) recognized by employer or certified by administrative agency as appropriate for representation by labor organization for purposes of collective bargaining.

48. Steps of Forming Bargaining Unit

49. Signing Authorization Cards • Document indicating employee wants to be represented by labor organization in collective bargaining • Is there sufficient interest on part of employees to justify unit?

50. Signing Authorization Cards • Evidence of interest when at least 30% of employees in workgroup sign authorization cards • Usually need 50% to proceed