STUDIES DISCUSSION BOARD REPLIES   REPLY 1 Adrian Gomez  DB- Potential Union Top of Form A human resources manager’s primary focus is to plan, co

STUDIES DISCUSSION BOARD REPLIES

 

REPLY 1

Adrian Gomez 

DB- Potential Union

Top of Form
A human resources manager’s primary focus is to plan, co

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STUDIES DISCUSSION BOARD REPLIES

 

REPLY 1

Adrian Gomez 

DB- Potential Union

Top of Form
A human resources manager’s primary focus is to plan, coordinate, and direct any administrative functions within the organization. As some of the jobs within this profession sometimes overlap, some of the tasks include the analysis and staffing, organization within the workforce, appraisal for work performance, and implementation of reward systems. As a human resource manager who has been recently faced with recent downturns causing a large loss of the company’s cost of annual living, it is important to initially understand the main concerns of both the company and its employees. In my opinion, it is vital that as a human resources manager, one must play the middleman in ensuring the needs are meant for the company and quickly discover ways to meet the needs of its employees when issues arise. In the article titled “Human Capital Factors affecting Human Resource Managers”(In-Sue Oh, 2015) it is found that “through HR practices of compromising skill, motivation, and opportunity to simultaneously influencing firms performance has positively increased the relationship between Human Resources and its employees”. Because there are rumors that employees have the intent to unionize it is important to state to supervisors that under a unionized business, employee and labor functions may be combined therefore leaving a negotiating collective bargaining agreement to state contract issues. If employees choose to unionize it will be crucial that human resources includes setting compensation structures for its employees to negotiate benefits such as group health care coverage and retirement savings plans. Supervisors will have to comply with these conditions as labor and employment laws are a critical point within Human resource functions. This change will cause supervisors to help its employees safely transition into a new organizational culture within how the management changes its standards. As it states in the bible, this concept is important in constantly looking out for the welfare of others “Let each of you look not only to his own interests, but also to the interests of others”(Philippians 2:4). 
 
Sources: 
 
(Human Capital Factors affecting Human Resource Managers, In-Sue Oh, 2015)- 
Human Capital Factors Affecting Human Resource (HR) Managers’ Commitment to HR and the Mediating Role of Perceived Organizational Value on HR – Oh – 2017 – Human Resource Management – Wiley Online Library (liberty.edu)

 
(Holy Bible, King James, Philippians 2:4)
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REPLY 2

Andrew Willits 

Unionization – Andrew Willits
Top of Form
As the human resources manager for the distribution site, my first step would be to keep the other managers and parent companies abreast of the situation that is unfolding. Simultaneously, the human resources team would be able to talk with employees and listen to their concerns and aid them to the best of their abilities in the trying time. We would explain that while the economy is such that it doesn’t allow for the annual COLA or merit increases at this time; however, the possibility of that changing in the future is there. As human resources manager I would also inform the employees of the possibilities of what could happen should they choose to unionize. I would also make sure that none of the other managers did anything to jeopardize the company in any way regarding threats or any negative statements made about unionizing. We would develop a protocol for managers within the company to use should they be confronted by any employees talking or asking the possibility of unionizing. Part of that protocol regarding unionization conversation is that no managers should partake in those conversations and simply refer those employees to myself. The four main things managers must never do is:
“Threaten—never threaten to retaliate against employees by terminating them or reducing pay or benefits.
Interrogate—do not interrogate employees about their activities or activities of co-workers.
Promise—do not promise anything to employees, such as promotions or benefits, in exchange for not supporting the union.
Surveillance/Spying—never spy on union activities. Employees have the right to meet with the union representatives and “hear them out” without management interference.”
The best thing a manager can do is not inform the employees of what the company can do without the union. Remind employees of current policies, benefits, and the work environment they currently have. Give them the best information possible so that employees can make an informed decision. 
In the book of Colossians Paul tells the believers to work for their employers as if the were working for the Lord. Colossians 3:22-24 “Bondservants, obey in everything those who are your earthly masters,[
a
] not by way of eye-service, as people-pleasers, but with sincerity of heart, fearing the Lord. Whatever you do, work heartily, as for the Lord and not for men, knowing that from the Lord you will receive the inheritance as your reward. You are serving the Lord Christ.” This is a principle that we as Christians can bring into the workplace even today. By remembering that we are all created in Christs image and seeing Christ in our managers we can envision that the work we are doing every day is for Christ. 
 
 
 
 
 
 

English Standard Version Bible. (2001). ESV Online. 
https://esv.literalword.com/

 

https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/preventunionorganization.aspx

 
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REPLY 3

Brittany Willinsky 

Forum 4 – How to Respond to Potential Union Activity

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The threat of unionization is very serious and should be handled with care and delicacy. In situations like the hypothetical provided in the prompt, organizations should lean on their Human Resources Department for assistance and advice. The Human Resources Department can work with legal, upper management and supervisors to ensure that the organization is handling the threat in a legal and delicate manner.
 
The Human Resources Department, in conjunction with legal representation, should provide management and supervisors with information about the legal rights of employees in regards to unions. For example, under the Norris-LaGuardia Act employees have the right to organize and form unions (Valentine, Meglich, Mathis, & Jackson, 2020, pg 540).  Under the Wagner Act employees have the right to join a union, or decline to join, as well as the right to collective bargaining. The Human Resources Department, again in conjunction with legal representation, should also provide management and supervisors with advice on what to avoid saying or doing so as to not violate employee rights or behave in an illegal manner. According to Sean Valentine, Patricia Meglich, Robert Mathis and John Jackson, this advice should warn management and supervisors against encouraging employees to vote against unionization by bribing them with promotions or raises, threatening job security by claiming that an employee will be fired or the company will close if a union forms, or discriminating against employees who show an interest in unionization (pg 549). 
 
The Human Resource Department, in conjunction with legal representation, should also work with management and supervisors to proactively manage the threat of unionization. To begin with, Human Resources should survey or interview employees to find out what policies, practices or compensation issues are dissatisfactory. In the hypothetical situation which was provided in the prompt, it is likely that one of the driving factors behind the threat of unionization is the lack of an annual increase in compensation. If this is revealed to be true through employee survey or interview, Human Resources should be ready to provide employees with data to show compensation is fair, standard or even competitive with market competitors (Smith, 2018). Employees should also be provided with a statement or literature accurately explaining what unions do and how they work and why the organization would like to avoid unionization (Valentine, Meglich, Mathis, & Jackson, 2020, pg 549). For example, Human Resources may want to provide employees with information about how unions negatively affect both the organization and employees by requiring organizations to undergo assessments or demanding employees pay membership dues. Human Resources may also want to give real life examples of how unions have negatively affected other organizations. For example, studies and surveys have shown that union workers are actually far less satisfied with their jobs than non-union workers (Laroche, 2017). 
 
In Matthew 7:12, Jesus tells us, “So in everything, do to others what you would have them do to you, for this sums up the Law and the Prophets” (NIV, Matthew 7:12). Although the threat of unionization may be very worrisome and stressful for an organization, Human Resources, management and supervisors should strive to treat employees and their concerns with the same levels of respect and care with which they themselves would hope to be treated. By remembering the golden rule, it is likely that organization will handle the threat of unionization well and possibly even dismantle it all together.
References
Laroche, K. (2017, August 30). Research Shows Unionized Workers Are Less Happy, But Why? Harvard Business Review.

https://hbr.org/2017/08/research-shows-unionized-workers-are-less-happy-but-why

 

New International Version, 1973/1995, Matthew 7:12
Smith, A. (2018, June 19). 7 Steps to Minimize Chances of Unionization. Society for Human Resource Management.

https://www.shrm.org/hr-today/news/hr-news/conference-today/Pages/2018/Take-7-Steps-to-Minimize-Chances-of-Unionization.aspx

  
Valentine, S., Meglich, P., Mathis, R. & Jackson, J. (2020). Human Resource Management, Sixteenth Edition. Cenage Learning, Inc.
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REPLY 4

Joy Allen 

A Tactful Permissible Approach

Top of Form

Guidelines to Successfully Respond to Employee Questions

In this circumstance, if I was in the human resources department for a vast distribution center, I might review the problem like I would any other administrative issue. I will start by brushing up on the most recent research on regulations related to organized labor, court rulings, and legislation that will enable me to gain the necessary expertise to assist any team members with basic queries properly. I comprehend something as a participant of the highest echelon. I must always maintain a good demeanor, regardless of my thoughts or feelings, I must move beyond myself and avoid bias, even though I comprehend that a large and powerful option available for company employees in challenging times is to take a principled stand (Mathis, Jackson, & Valentine, 2017). As the major mechanism including both factions, I must attentively attend to both sides’ wishes and desires to ensure that each side is conveyed honestly and without malice. The inspector will monitor the speed of the labor unions process by categorizing complaints. Workers may be discouraged from joining a union with the help of the Human Resource department, who know the significance of communications when expressing their issues to senior management.

Legally Permissible Act for the Situation

I will present the supervisors with verifiable facts on legislation safeguarding organized labor in the United States, including the Wagner Act, which prevents businesses from impeding employees’ ability to organize and bargain collectively (Gouzoulis, 2021). By acquainting the supervisors with the employment rights rules that may apply to the present state whereby a business is located, the business gives safety to its personnel, avoiding the need to organize a union and reducing recruiting efforts. Recognizing that the legislation covers all parties concerned gives them the right to use legal means to obtain their desired schedule (Kochan et al., 2019). The staff is frequently allowed to promote while collecting permission cards, but the management would not establish rules and regulations that might impede their recruitment process. The procedure may commence when the workers and supervisors are likely to arrive together again and start some discussion (Mathis, Jackson, & Valentine, 2017). This procedure is critical since it will profit and ensure the company’s regards to compliance with the previous contract labor protections.

Through extensive operational rights, the supervisory can safeguard employees of different frauds such as automated accrual of pay, the amount due to verification, and other prohibited conditions (Mathis, Jackson, & Valentine, 2017). Protests and work stoppages, which safeguard the security of corporate property, are important goals that the administration should strive to achieve. When discussions do not go as planned, personnel often resort to violence, and this type of disagreement and uproar must be stopped at all costs. As a Human Resource department, it is our objective to prevent confrontation or disturbance for the sake of the company and its workers, since disagreement and commotion are harmful to all of us. Lastly, understanding that “There is a time for everything, and a season for every activity under the heavens” (Ecclesiastes 3:1, NIV) may united, informed efforts proceed for the betterment of the company, employees, and customer through these efforts.
 References

Gouzoulis, G. (2021). Finance, Discipline, and the Labor Share in the Long‐Run: France (1911–2010) and Sweden (1891–2000). British Journal of Industrial Relations, 59(2), 568-594.

Kochan, T. A., Yang, D., Kimball, W. T., & Kelly, E. L. (2019). Worker voice in America: Is there a gap between what workers expect and what they experience? ILR Review, 72(1), 3-38.

Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2017). Human resource management (15th ed.). Stamford, CT: Cengage Learning.

BibleGateway, New International Version (2011), Ecclesiastes 3:1 https://www.biblegateway.com/passage/?search=Ecclesiastes+3%3A1-2&version=NIV
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REPLY 5

Jennifer McGuire

 

Unionization
Top of Form

Topic: You are the Human Resources manager for large distribution site. Your recent employee opinion survey indicated that overall, employees felt that this was a good place to work. However, recent downturns in the economy have resulted in the loss of large contracts, which provided a significant portion of the company’s revenue. One of the impacts from this loss in revenue is that the company will be unable to provide annual COLA or merit increases for the first time in more than 15 years. You have heard rumors from employees close to you that there is talk about efforts to unionize. What guidelines will you develop for supervisors to successfully respond to employee questions about unionization? What can your supervisors say or do that is legally permissible in this situation?

Discussion: First, I would start by having a meeting with management. They are the front-line when it comes to employees and have a significant advantage to helping steer them through these concerns they have. For the first time in fifteen years, the organization is unable to provide merit increases. Patience and understanding go a long way, but the threat to unionize over this seems a little extreme. A survey may be necessary to get a written evaluation of how each employee feels, the company and its’ management, are treating them. Judge and Kammeyer-Mueller (2012, p. 344) define job attitudes as “evaluation of one’s job that expresses one’s feelings towards, beliefs about, and attachment to one’s job” (Chang, 2017). From there, we can evaluate and try to fix their concerns in order to deter them from unionizing. 
            Management is one of the biggest reasons employees look toward unionizing for a solution. Two reasons for this are one, they are not satisfied with how they are treated by their employers and two, they believe that unions can improve their work situations (Valentine et al., 2019, p. 532). An article I found, however, reveals “that unionized employees felt less manager–employee consultation, health and safety, dispensability, time flexibility, workload flexibility, managerial trust, fair treatment, pay equity and managerial opposition towards unions, while non-unionized employees perceived lower job security” (Chang, 2017). 
            Therefore, if the only problem that employees have that make them lean towards unionizing is that the company is unable to give them merit increases, then an employee meeting from upper management and human resource officers should fix the concerns. The explanation should involve empathy towards the employees to let them know this is not a choice, but just simply not possible this year, given how rough it has been. Maybe even provide a lunch for them during their shift to show good will and improve morale. Just as 2 Corinthians 5:7 says, “we live by faith, not by sight” (Zondervan, 1996). 

 

References

Chang, J., Travaglione, A., & Grant O’Neill. (2017). Job attitudes between unionized and non-unionized employees. International Journal of Organizational Analysis, 25(4), 647-661. 
http://dx.doi.org/10.1108/IJOA-06-2016-1034

Judge, T. A., & Kammeyer-Mueller, J. (2012). Job Attitudes. Annual Review of Psychology, 63, 341-367. http://dx.doi.org/10.1146/annurev-psych-120710-100511
The Holy Bible. (1996). In N. I. Version. Grand Rapids: Zondervan.
 
Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2019). Human Resource Management (16th ed.). Cengage Learning, Inc.
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REPLY 6

Jill Reeves 

How to respond to potential union activity

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       The textbook, Human Resource Management, explains that employees in an organization typically unionize for one of two reasons. The first is that, “They are dissatisfied with how they are treated by their employers,” and the second reason is that, “They believe unions can improve their work situations” (Valentine, Meglich, Mathis, & Jackson, 2020). This situation that a Human Resources manager would find himself or herself in appears to be more of the latter reasoning. If this is the first year in fifteen years a company has not been able to provide annual COLA or merit increases, then it seems the employers typically handle their employees in a fair, reasonable, and even gracious manner. It is not because of the employers that the employees are lacking in this sense this year, but rather it is because of the general state of the economy. 
      One article entitled “How Your Leaders Can Answer the Question, ‘Should I Join a Union?'” believes that supervisors should be equipped at all times to answer employee questions in regards to joining a union. Author Jennifer Orechwa created a great response that supervisors can keep in mind whenever situations like this do arise. That response involves the mention of the preference to deal directly with an employee, as this will allow them to hear their concerns and get feedback about the work environment the employee is experiencing. The response also discusses how involving a union would cause there to be a middleman, which would reduce the ability of the employee and the supervisor to work together to figure out a solution. One final part of Orechwa’s response says, “By staying union-free, I am also able to reward your performance, maintain scheduling flexibility and work with you to ensure your personal and work goals are met” (Orechwa, 2021). 
       In order to ensure supervisors are well-prepared to properly discuss unionization amongst employees, a Human Resources manager should ensure this response is explained to them in a way that they can effectively repeat it to employees. The Bible reads in Proverbs 19:20, “Listen to counsel and receive instruction so that you may be wise later in life” (Christian Standard Bible). If the company is truly just struggling from an economic downturn and this is not a common theme, then employees would be wise to heed the advice of the well-prepared and well-meaning supervisors as they counsel them in their questions and concerns. 
 
Sources:

The Holy Bible.
Orechwa, J. (2021, November 15). How your leaders can answer the question, “should I join a union?”. Projections. 
Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2020). Human Resource Management (16th ed.). Cengage Learning.
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