Chapter 13 Review PDF

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Managing Human Capital C202 Chapter 13 Review Labor Relations Strategies Objective: Describe labor relations strategies. Strategy

Compliance strategy

Collaboration strategy

Avoidance strategy

Description Relies heavily on the application of labor law to enforce the rights and obligations created by statute and by contract; this is the predominant strategy used in the federal and private sectors, and its effectiveness depends on forcing the other party to do what the contract or the law requires it to do. Relies heavily on labor relations to pursue an interest-based approach to problem solving; requires a high degree of trust and commitment, as well as an acknowledgment by both parties that the other brings value to the relationship. It is also possible to combine the compliance and collaboration strategies. Management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union.

Unions Objective: Describe how unions impact resource management. How do unions affect the following HR functions? Hiring, job assignments, shift preference, and layoffs are all determined by seniority. Job fit and merit are not considered. Staffing Supervisors are unable to incentivize employees with preferred work schedules, shifts, and job assignments. Union representation is present at investigatory meetings. No performance appraisals are conducted for job assignments, pay raises, development needs, or layoff decisions, since the Performance management supervisor may be biased. Performance information is only provided for feedback purposes. Lower turnover in unionized organizations leads to greater investments in training, which leads to higher return. Unions understand required skills and can help to identify the skills and Training and development competencies needed to keep workers and businesses competitive. Compensation and benefits Unionized employees tend to increase total compensation costs for the employer. Unions usually negotiate pay-raise policies that avoid merit pay in favor of cost-of-living adjustments. Unions

are likely to be more favorable toward group incentives like profit sharing or gainsharing plans that tend to reinforce group cohesion. Unions often negotiate more valuable benefits for less pay for employees. Retirement benefits are often more secure for unionized workers.

Wagner Act Railway Labor Act Taft-Hartley Act

Landrum-Griffin Act

Labor Relations Legislation (officially the National Labor Relations Act of 1935) guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively. governs employment relations for airlines and railroads. (officially the National Labor Relations Act of 1947) amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees. (officially the Labor Management Reporting and Disclosure Act of 1959) outlined a bill of rights for union members and established procedures for union elections, discipline, and financial reporting.

Psychological Contract Objective: Explain the concept of psychological contract in the workplace. Explain the concept of psychological contracts from both the employee’s and the employer’s perspectives. Employee’s perspective:

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Reference answer: Psychological contracts motivate workers to fulfill commitments made to employers when the workers are confident that their employers will reciprocate and fulfill their end of the bargain.

Employer’s perspective:

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Reference answer: Workers and employers need to agree on the contributions that workers will make to the firm and vice-versa. Understanding and effectively managing these psychological contracts can help organizations thrive....