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Module 5: Employee and Labor Relations Why People Join Unions

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Module 5: Employee and Labor Relations Why People Join Unions Milestones in Employee and Labor Relations Module 5: Employee and Labor Relations 22% PHR (49 questions) 18% SPHR (41 questions) © SHRM 5-1 © SHRM 5-2 Why People Join Unions Recent Union Trends © SHRM 5-3 © SHRM 5-4 National Labor Relations Act Employee Relations and EEO Laws (Wagner Act) • The NLRA was passed for the purpose of • EEO laws prohibit employment discrimination. protecting and encouraging the growth of the union movement. • Laws provide protection that some employees once looked to unions to provide. • Important! The Act applies to all workers, not just union workers. • The EEOC is responsible for handling • Allows workers to: complaints related to discrimination. – Organize themselves. • As a general rule, complaint charges must be – Form, join, or assist labor organizations. filed within 180 days of the alleged – Bargain collectively. discrimination. – Engage in concerted activity for the purpose of • EEOC may ask an employer to initiate mutual aid and protection. mediation before it investigates a complaint. © SHRM 5-5 © SHRM 5-6 EEOC Complaint Process The Litigation Process • Notification of counsel after delivery of complaint • Answering the complaint • Scheduling conferences • Discovery process • Summary judgment • Pretrial and trial © SHRM 5-7 © SHRM 5-8 Common Law Exceptions to EAW • Based on court decisions rather than statutory law. • Employment-at-will (EAW) is one of the most important common-law doctrines. – Employers have the right at any time, with or without prior notice, to hire, fire, demote, or promote anyone they choose unless there is a law or contract to the contrary. – Employees may quit at any time for any reason, with or without prior notice. © SHRM 5-9 © SHRM 5-10 Common-Law Tort Claims Common Law Tort Claims Tort law protects a person’s: • Negligent hiring/Negligent retention • Physical safety and well-being. • Defamation • Enjoyment of their property. • Fraudulent misrepresentation • Duty of loyalty • Financial resources. • Invasion of privacy • Reputation. Tort claims arise when these rights are affected. © SHRM 5-11 5-12 Negligent Hiring/Retention Defamation • Injuring someone’s reputation by making a false and malicious statement. • Statement may be spoken (slander) or written (libel). • Statement must be shown to be: – False and malicious. – Harmful to an employee’s reputation. Claims can be prevented by conducting background – Made without a legitimate business reason. and reference checks on applicants. © SHRM 5-13 © SHRM 5-14 Fraudulent Misrepresentation Other Common-Law Tort Claims © SHRM 5-15 © SHRM 5-16 Common-Law Contract Issues Agreements Enforced by Law • Contract definition: – Agreement between two or more persons to do or not do something in exchange for something of value. • Contract law provides remedies if the contract is breached. • Contracts can be written or oral. © SHRM 5-17 © SHRM 5-18 Global Employee and Labor Key International Labor Relations Relations Terms • Codetermination – Practice in which employees have a role in the Laws that govern international employee and labor management of a company that includes worker representatives with voting rights on the corporate board of directors. relations include: • Collective Bargaining – The process used to formulate labor-management agreements. • Industrial Democracy – Employees have legally mandated rights to participate in management decisions. • Shop-floor Participation – Participatory management approach in which workers have the opportunity to identify problems and help resolve them. • Social Charter – Legislation pending before the EU where employment conditions and practices would be standardized throughout the EU. • Work Councils – Groups of workers and management representatives charged with examining how to improve company performance, working conditions, job security, etc., but where the company has final right of approval. © SHRM 5-19 5-20 HR’s Role in Developing Positive Characteristics of Union- Positive Employee Relations Free Organizations • Work for the fair treatment of employees • Train management in fairness issues • Maintain and/or improve employee morale • Attempt to resolve employee problems • Treat employees fairly and respect their dignity 5-21 © SHRM 5-22 Feedback and Communication in Total Rewards in a Union-Free Union-Free Organizations Environment • Nonunion companies • Nonunion companies • Attitude (climate) • Employee committees, provide information develop: surveys called employee on: – Performance appraisal councils • HR/labor relations – Compensation and systems. reviews • Electronic salary data. – Rewards and • Skip-level interviews communications – Market comparisons. recognition programs. • Open-door meetings • Problem-solving – Salary grades. – Train their managers To an employee, the • Department procedures – How raises are awarded. company is no better or meetings • Counseling – Cost of health care. worse than their immediate supervisor © SHRM 5-23 © SHRM 5-24 Labor/Management Cooperative Strategies Involved Employees • Empowered employees contribute more to the long-term health of the organization • Have a more positive attitude • Can help identify solutions to quality and productivity problems • Are more committed to organizational goals © SHRM 5-25 5-26 Employee Involvement (EI) EI Strategies:Job Design • Links the shared interests of the employee and the Aims at balance between: company for mutual benefit. • Efficiency • Employee satisfaction • Gives employees the freedom and responsibility to – Division of labor – Skill variety make job-related decisions. – Standardization – Task identity • Also known as participative management or – Specialization – Task significance empowerment. – Autonomy • HR communicates company goals, develops and – Feedback maintains EI programs, and helps build trust in – Job enlargement, rotation, employees. and enrichment © SHRM 5-27 © SHRM 5-28 Frederick Taylor’s concept of Scientific Elton Mayo’s Hawthorne Studies Management (Concern for Efficiency) (Employee Satisfaction) • Division of Labor – Jobs are reduced to their smallest components • Heralded the beginning of the human relations • Standardization – The most efficient way to do a movement and the study of industrial sociology, job is determined and uniformly instituted which advocated job design as a way to direct • Specialization – As employees performed the same work groups toward the goals of the organization. task, they became more proficient • Proved that individual behaviors are altered when • Although these techniques can develop expertise workers are involved and management shows and lead to economic advantages, they can also interest in an employee’s work. lead to boredom and low morale. 5-29 5-30 Characteristics of Job Design Job Redesign Strategies • Skill Variety – Job requires a variety of different • Job enlargement – Broadens the scope of a job by skills (Meaningfulness) expanding the number of different tasks, adding • Task Identity – Job requires a “whole” identifiable similar operations unit of work (Meaningfulness) • Job rotation – Breaks the monotony of routine jobs • Task Significance – Job has a significant impact on by shifting employees between comparable but other people (Meaningfulness) different jobs • Autonomy – Employee has freedom and discretion • Job enrichment – Increases the depth of job by in his/her work (Responsibility) adding responsibility • Feedback – Clear information is received on job performance (Knowledge of results) 5-31 5-32 EI Strategies: Alternate Work Schedules EI Strategies: Workplace Teams Committees Flextime Teams are accountable for specific objectives Tele- Compressed commuting workweeks Work Project and performance goals. teams teams SchedulesSchedules TeamsTeams Teams and job design Phased Regular combine to increase retirement part-time Task Self-directed productivity and job forces teams Job satisfaction. sharing © SHRM 5-33 © SHRM 5-34 EI Strategies: Workplace Teams Employee Suggestion Systems • Committees – Have an ongoing charter, cross-functional, consists of volunteers. (ex. Safety Committee) To ensure success: • Work Team – Has an ongoing charter, may be organized by • Publicize the system. function or across functions, participation is a permanent part of daily work. Cross-functional work team are • Collect and evaluate suggestions regularly. referred to as “horizontal” teams. • Develop rules for judging suggestions. • Task Force – (T)emporary, ad hoc assignments, consists of volunteers, address long-term strategic issues. • Respond promptly to suggestions submitted. • Project Team – Ad Hoc assignments, cross functional, comes • Share viable suggestions with upper management together for a specific project. for approval and reward. • Self-directed Team – Assumes complete autonomy in a specific area of work. Participation is a permanent part of • Match the reward to the suggestion. daily work. 5-35 5-36 Assessment Methods Employee Surveys • Improving the workplace and increasing employee engagement begins with knowing what employees Attitude Surveys Opinion Surveys need and value. Measure job Measure data on • HR can use two primary tools for assessment satisfaction specific issues – Employee surveys – Employee focus groups Employees should be guaranteed anonymity and given feedback on results. Value of surveys is in measuring improvements over regular time periods. 5-37 © SHRM 5-38 Benefits of Employee Surveys Special Considerations • Provides a direct means of assessing employee • Give feedback on the results of
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