Union:
A union is an organization of workers, acting collectively, seeking to promote and protect its mutual interests through collective bargaining.
How unions constrain managerial discretion:
* Reduction in management's power: The written labor contact specifies rules that govern key issues and generally reduce the individual manager's discretion.
* Potential for strikes: The ultimate weapon of a union in its efforts to gain concessions from management is to bring about a strike or work stoppage.
* Fear of increased cost: Union efforts to improve employee pay and working condition, increased paid holidays and benefits, provide better pension and so forth, all implies higher cost to management.
* Threats to efficiency: Unions occasionally seek to reduce productivity such as refusal to allow adoption of labor saving equipment, creation of nonessential jobs.
* Loss of employee commitment: Employees may associate themselves more with interest of the union than with their employing organization.
* Union review of HRM policies: Management has to exercise greater care in developing its HRM policies, for these policies will be under constant assessment by the union membership.
Major labor legislation:
Railway Labor Act of 1926: Provided the initial impetus to widespread collective bargaining. Although the act covers only transportation industry, it was important because workers in these industries were guaranteed the right to organize, bargain collectively with employers.
The Wagner Act 1935: The Wagner act is also known as National Labor Relation Act of 1935. This act gave employees the right to form and join unions and to engage in collective bargaining. The National Labor Relation board was given the responsibility for determining appropriate bargaining units, conducting election to determine union representation and preventing and correcting employer action that can lead to unfair labor practices.
The Taft Hartley Act 1947: The major purpose of Taft Hartley Act was to amend the Wagner act by addressing employers' concerns in terms of specifying unfair union labor practices. it addressed activities union must or must not do.
Other laws affecting labor management relations: Landrum-Griffin act of 959, executive orders 10988 and 11491, racketeer influenced and corrupt organizations act of 1970, civil service reform act of 1978.
Collective Bargaining:
The term collective bargaining typically refers to the negotiation, administration and interpretation of a written agreement between two parties that covers a specific terms the conditions of employment,
that what is expected of employees and what limits there are on management's authority.
The collective bargaining process begins when the majority of workers of an organization vote to be represented by a specific union. the national labor relations board then certifies the union. at this point, the management of the organization must recognize the union as the collective bargaining agent for all the employees of that organization. once this part of the process is completed, collective bargaining can begin. only the collective bargaining agent is authorized to raise industrial disputes and negotiate with the management.
Grievance Procedure: grievance procedure is systematic means of resolving disagreements over the collective bargaining agreement and providing assurance that the terms and conditions agreed to in negotiations are properly implemented.
Why Employees Join Union:
A variety of factors influence an employees desire to join unions for example wage, job security, chances for promotion, benefits, the treatment they receive from management, working condition.
Other factors also include employees' desire for
* better communication with management
* higher quality of management and supervision
* increased democracy in workplace
* opportunity to belong to a group where they can share experience and comradeship.
Major reasons for not joining a union are satisfactory
* Wages
* Benefits
* Job security
* Negative image of labor unions include believing unions
* have too much political influence
* Require members to go along with decisions made by union
* have leaders promoting their own self-interests
* abuse their power by calling strikes
* cause high prices
* misuse union dues and pension funds
* dissatisfaction with wages, benefits, and working conditions can quickly change negative attitude toward union
Disciplining the Problem Employees
discipline is a condition in the organization when employees conduct themselves in accordance with the organizations rules and standards of acceptable behavior. the most frequent discipline problem can be classified as related to
* Attendance
* On the job behavior
* Dishonesty
* Outside activity
The following will be considered as misconduct resulting in disciplinary measures and or penalties:
1. Persistent insubordination;
2. Absenteeism or habitual lateness to work;
3. Unaccountable time away from the office while on duty;
4. Behavior complaints damaging company image;
5. Breach of rules contained in the HR manual;
6. Absence from work without due notice;
7. Continuous or serious lapses of responsibility and negligence of duty;
8. Ignoring safety procedure
9. Unauthorized exposure of information about company operations and confidential documents;
10.Outside criminal activities;
11. Misbehavior including physical violence and/ or bullying with employees or clients;
12. Fraud, misuse and defalcation of funds, materials company assets;
13. Accepting bribes, and material or financial advantages from any company, employee, client.
14. Working for a competing organization.
Analyze a discipline problem:
Disciplinary practices should be fair and equitable. The following nine factors have been proposed to help analyze a discipline problem.
1. Seriousness of the problem
2. Duration of the problem
3. Frequency and nature of the problem
4. Employees work history
5. Extenuating factors
6. Degree of socialization
7. History of organization discipline practices
8. Implication for other employees
9. Management backing
Administering Discipline:
Step 1: Establishment of performance requirements and work rule
* performance requirements normally established through performance appraisal process.
* work rules- should be relevant to successful performance of job
Step 2: Communicate performance requirements and work rules to employees
* normally through orientation and performance appraisal
Can be communicated in a variety of ways
* Manuals-Describes work rules and policies of organization.
Employees may be required to sign a document indicating they have receive and read manual.
* Orientation-Explanation of those work rules and policies by human resource department or new employee's supervisor.
* Labor contract- Contain work rules and corresponding disciplinary actions for infractions in unionized organization
* Bulletin boards, company newsletters, and memos are also commonly used to communication work rules
Step 3: Application of corrective action (discipline) when necessary
Needed when
* An employee's work performance is below expectations
* When violations of work rules have occurred
Adequate records are of utmost importance
* Investigation- Accusations must be supported by facts. Investigation must take
* Management should first discuss situation with employee
* manager should avoid arguing with employee and should administer discipline in a straightforward, calm manner.
General guidelines in administering discipline:
1. Discipline should be corrective
2. Make disciplinary action progressive
3. discipline should be immediate, provide ample warning, be consistent and be impersonal
4. administer discipline straightforward, without anger or apology and avoid arguing with employee
5. resuming pleasant relationship
Disciplinary actions available to the manager:
* Oral warning
* Written warning
* Suspension
* Demotion
* Pay cut
* Dismissal
A union is an organization of workers, acting collectively, seeking to promote and protect its mutual interests through collective bargaining.
How unions constrain managerial discretion:
* Reduction in management's power: The written labor contact specifies rules that govern key issues and generally reduce the individual manager's discretion.
* Potential for strikes: The ultimate weapon of a union in its efforts to gain concessions from management is to bring about a strike or work stoppage.
* Fear of increased cost: Union efforts to improve employee pay and working condition, increased paid holidays and benefits, provide better pension and so forth, all implies higher cost to management.
* Threats to efficiency: Unions occasionally seek to reduce productivity such as refusal to allow adoption of labor saving equipment, creation of nonessential jobs.
* Loss of employee commitment: Employees may associate themselves more with interest of the union than with their employing organization.
* Union review of HRM policies: Management has to exercise greater care in developing its HRM policies, for these policies will be under constant assessment by the union membership.
Major labor legislation:
Railway Labor Act of 1926: Provided the initial impetus to widespread collective bargaining. Although the act covers only transportation industry, it was important because workers in these industries were guaranteed the right to organize, bargain collectively with employers.
The Wagner Act 1935: The Wagner act is also known as National Labor Relation Act of 1935. This act gave employees the right to form and join unions and to engage in collective bargaining. The National Labor Relation board was given the responsibility for determining appropriate bargaining units, conducting election to determine union representation and preventing and correcting employer action that can lead to unfair labor practices.
The Taft Hartley Act 1947: The major purpose of Taft Hartley Act was to amend the Wagner act by addressing employers' concerns in terms of specifying unfair union labor practices. it addressed activities union must or must not do.
Other laws affecting labor management relations: Landrum-Griffin act of 959, executive orders 10988 and 11491, racketeer influenced and corrupt organizations act of 1970, civil service reform act of 1978.
Collective Bargaining:
The term collective bargaining typically refers to the negotiation, administration and interpretation of a written agreement between two parties that covers a specific terms the conditions of employment,
that what is expected of employees and what limits there are on management's authority.
The collective bargaining process begins when the majority of workers of an organization vote to be represented by a specific union. the national labor relations board then certifies the union. at this point, the management of the organization must recognize the union as the collective bargaining agent for all the employees of that organization. once this part of the process is completed, collective bargaining can begin. only the collective bargaining agent is authorized to raise industrial disputes and negotiate with the management.
Grievance Procedure: grievance procedure is systematic means of resolving disagreements over the collective bargaining agreement and providing assurance that the terms and conditions agreed to in negotiations are properly implemented.
Why Employees Join Union:
A variety of factors influence an employees desire to join unions for example wage, job security, chances for promotion, benefits, the treatment they receive from management, working condition.
Other factors also include employees' desire for
* better communication with management
* higher quality of management and supervision
* increased democracy in workplace
* opportunity to belong to a group where they can share experience and comradeship.
Major reasons for not joining a union are satisfactory
* Wages
* Benefits
* Job security
* Negative image of labor unions include believing unions
* have too much political influence
* Require members to go along with decisions made by union
* have leaders promoting their own self-interests
* abuse their power by calling strikes
* cause high prices
* misuse union dues and pension funds
* dissatisfaction with wages, benefits, and working conditions can quickly change negative attitude toward union
Disciplining the Problem Employees
discipline is a condition in the organization when employees conduct themselves in accordance with the organizations rules and standards of acceptable behavior. the most frequent discipline problem can be classified as related to
* Attendance
* On the job behavior
* Dishonesty
* Outside activity
The following will be considered as misconduct resulting in disciplinary measures and or penalties:
1. Persistent insubordination;
2. Absenteeism or habitual lateness to work;
3. Unaccountable time away from the office while on duty;
4. Behavior complaints damaging company image;
5. Breach of rules contained in the HR manual;
6. Absence from work without due notice;
7. Continuous or serious lapses of responsibility and negligence of duty;
8. Ignoring safety procedure
9. Unauthorized exposure of information about company operations and confidential documents;
10.Outside criminal activities;
11. Misbehavior including physical violence and/ or bullying with employees or clients;
12. Fraud, misuse and defalcation of funds, materials company assets;
13. Accepting bribes, and material or financial advantages from any company, employee, client.
14. Working for a competing organization.
Analyze a discipline problem:
Disciplinary practices should be fair and equitable. The following nine factors have been proposed to help analyze a discipline problem.
1. Seriousness of the problem
2. Duration of the problem
3. Frequency and nature of the problem
4. Employees work history
5. Extenuating factors
6. Degree of socialization
7. History of organization discipline practices
8. Implication for other employees
9. Management backing
Administering Discipline:
Step 1: Establishment of performance requirements and work rule
* performance requirements normally established through performance appraisal process.
* work rules- should be relevant to successful performance of job
Step 2: Communicate performance requirements and work rules to employees
* normally through orientation and performance appraisal
Can be communicated in a variety of ways
* Manuals-Describes work rules and policies of organization.
Employees may be required to sign a document indicating they have receive and read manual.
* Orientation-Explanation of those work rules and policies by human resource department or new employee's supervisor.
* Labor contract- Contain work rules and corresponding disciplinary actions for infractions in unionized organization
* Bulletin boards, company newsletters, and memos are also commonly used to communication work rules
Step 3: Application of corrective action (discipline) when necessary
Needed when
* An employee's work performance is below expectations
* When violations of work rules have occurred
Adequate records are of utmost importance
* Investigation- Accusations must be supported by facts. Investigation must take
* Management should first discuss situation with employee
* manager should avoid arguing with employee and should administer discipline in a straightforward, calm manner.
General guidelines in administering discipline:
1. Discipline should be corrective
2. Make disciplinary action progressive
3. discipline should be immediate, provide ample warning, be consistent and be impersonal
4. administer discipline straightforward, without anger or apology and avoid arguing with employee
5. resuming pleasant relationship
Disciplinary actions available to the manager:
* Oral warning
* Written warning
* Suspension
* Demotion
* Pay cut
* Dismissal
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