...The Farm Labor Movement was when Cesar Chavez and Dolores Huerta worked together to form the United Farm Workers Union. This union was formed to ensure that farm workers got paid for the right amount of time they worked for. Many farmers were getting low wages and Cesar Chavez thought that was unfair. Cesar Chavez was a farmer ever since he graduated eight grade. His father was in an accident and he didn't want his mother to work so much. When he was 17 he went to the Navy for two years. He started the United Farm Workers Union in 1962. Cesar didn't have many members in it until 1970, when he urged grape workers to join the union. This caused the Delano grape strike, a march from Sacramento to Delano. This was a three hundred and forty mile trip to Delano. The marchers wanted state government to pass laws, which would permit farm workers to organize into a union and allow collective bargaining agreements. He tried to make people aware of the struggles of farm workers for better pay and treatment. He did this through boycotts, pickets, and strikes. Cesar did not believe in acts of violence. The picketing, boycotts, and strikes worked against the grape growers and this led to the grape growers sign contracts with the union. The result of the Farm Labor Movement gave farmers the money and dignity that everyone should receive and ensured that the farmers of America will always be treated fairly. Work Cited ----------...
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...Effectively Compensation Through Collective Bargaining Devita R. Ewell Compensation can be accurately defined as something, or a sort of payment, that is generally given or received, in return for a service rendered, or for any other reason. There are several different types of compensation, and one example is ‘worker’s compensation’, wherein the government forms a sort of state sponsored insurance for the workers of the state, which would provide benefits to the workers in case the worker suffers from disease, injury, or death. As far as human resources are concerned, compensation refers to the pay structures within any particular organization. Some of the primary issues regarding compensation are: how much is a company to pay a worker, in order to attract him, and then keep him, and then keep him completely motivated so that he does not move over to another company. Must the company offer to pay the employee a salary, or rewards? Must the company pay benefits to its workers, and if so, what must be the amount, and how exactly must it be paid? Can there be a distinct difference regarding the pay scale for high performers, as compared to that of lower performers? Would it be a better idea if the company were to provide stock options and stock bonuses for the employees of the company? It is a good idea for a company to create an excellent and practical compensation plan for their employees. The choices that are available are numerous, like for example...
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...Kendrick Meekins - 12/9/12 Assignment 7.2 A northern facility within our company experienced a union campaign in 2010. The employees were angry about the company relocating it distribution capabilities to another location. The move was to improve cost competitiveness but associates viewed the decision as a threat to their job security since approximately 40% of the workforce would lose their jobs. The union campaign challenged the interest of all parties. Some employees viewed the campaign as an opportunity to achieve job security while other employees felt that a union would not change the reality that their facility was not cost competitive for the company. The company’s leadership made a tough decision to improve our company’s delivery performance and long term outlook but felt their plans were challenged by a campaign. The customers saw the campaign as a threat to our company’s delivery commitments and a potentially disrupted supply chain through the duration of the campaign. Ultimately, the workforce did not vote for the union but the door was open for dialogue and change. The HR department had the responsibility to uphold one of our company’s core values. Our company’s value of “independence” influenced the creation of a union avoidance strategy that, at its core, fosters an environment where associates can freely represent themselves in any matter and expect the company to work directly with associates to resolve their issue. An HR Professional should ethically...
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...Final Exam 1. 1. The Board of Directors, the Chief Executive Officer and the Executive Management Team has embarked upon a fundamental organizational shift. In order to reestablish their sustained competitive advantage in the market, the shift will take the organization from one which has always recruited, selected, trained and developed employees based on the traditional knowledges, skills and abilities to one that is primarily based on talents and strengths. As the Human Resources Director: A. What types of organization activities and behaviors would you curtail and why? (Buckingham) The types of organizational activities and behaviors I would restrict in order to shift a company from knowledge, skill and ability-focused to talents and strengths-focused would be: • Spend a considerable amount of time finding the right candidates in the beginning. If the appropriate time is dedicated to finding the right candidate, it will save time and money for the company trying to invest in an employee with the wrong talents or strengths. • Recruit based on talents and strengths. Focus on performance by establishing outcomes. Rather than trying to fit each employee into a certain pattern, emphasize on the amount of positive outcomes and less on policies, procedures, and capabilities. • Training should be focused on educating employees about their strengths and discovering new ways to build on these strengths. The company’s time and money should be invested in educating their employees...
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...Taft–Hartley Act The Labor-Management Relation Act, also called the Taft–Hartley Act, as an amendment to the National Labor Relations Act (NLRA) was created in 1947, with the purpose of solving labor disputes during collective bargaining or conflicts between employees and employers that would seriously damage the U.S industrial development. Totally, there are 5 titles and 29 sections in this law. In my opinion, the 5 most important sections of this law are Sec.1, Sec 201, Sec.203, Sec.301, and Sec.303. And the following reasons explain why I think these five sections are the most important comparing to other sections. * Section 1 described the short title of Labor Management Relation Act and declared the policy of this law. The policy is that industrial strife which interferes with the normal flow and the full production of commerce must be avoided and minimized by both sides’ recognition of one another’s legitimates rights in their labor relations with each other. Further, the overall purpose of this law was also stated in this section: “to promote the full flow of commerce, to prescribe the legitimate rights of both employees and employers in their relations affecting commerce, to provide orderly and peaceful procedures for preventing the interference by either with the legitimate rights of the other , to protect the rights of individual employees in their relations with labor organization, to define and proscribe practices on the part of labor and management which affect...
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...company. So what exactly does right- to- work mean? According to the Mackinac Center, Right to Work facts authors Washburne and Kersey: “Right- to- Work is a state law that prohibits employers and unions from requiring an employee to pay dues or fees to a union in order to keep his or her job. While right- to- work laws do NOT allow individual workers to negotiate their own contracts, they do protect a worker from having to involuntarily support a union (Kersey& Washburne, 2007).” Now that we know what right- to- work means maybe we should look at how and why it came about in the first place. First, the Wagner Act of 1935, which was put into place to help protect the worker from the company. This is known as the National Labor Relations Act, which gives the worker the...
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...union employee at a plan located in Memphis, Tennessee left work early one afternoon so that he could distribute union material at one of the company’s other plants located across town. He was seen by the plant manager who questioned him regarding his business there and then proceeded to contact human resources at his normal work location. The employee returned to work the next day and was brought into his manager’s office for questioning regarding his previous work day. The employee requested union representation for the meeting but was refused his Weingarten rights. After the meeting the employee was suspended from work for three days and told the investigation would continue. Witnesses at interviews Section 8(a)(1) of the National Labor Relations Act states that union representation must be given to the employee fi the employee requests it, if the employee believes that an investigation may or could result in disciplinary action. This is known as an employee’s Weingarten rights. During the process the employer doesn’t have to bargain or negotiate with the union rep, they just need to be present. In this case the employee requested his union rep to be present, however his manager and supervisor refused to allow him to have a representative during the questioning. The Supreme Court has ruled that “a single employee confronted by an employer investigating whether certain conduct deserves discipline may be too fearful or inarticulate to relate accurately the incident being investigated...
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...Business, Management Other Human Resources Management Hi, A good way to address a question like this one is to critically read the scenario, jotting this down and commenting throughout. Let’s do that now (comments are bracketed and highlighted in red): The employer owned and managed an apartment building and townhouse complex, where it employed a number of janitorial workers (“at-will” workers). On December 5, 1975, the union held an organizing meeting with these workers and obtained signed authorization cards from 6 of the employees in a proposed unit of 11 employees. One other employee in the unit was already a member of the union (7 out of 11 workers part of the union). On December 8, 1975, Orval Schimmel (union organizer brought in by employees), * a union organizer, advised Thomas Hall, the employer's property manager, that the union represented recognition and bargaining rights (Schimmel stated that union requested recognition on Dec 8, 1975). Hall responded that he had nothing to do with union matters and that the appropriate person with whom to speak was the vice president, Carl Alton. (Carl Anton to handle Union business). On December 8, 1975, after the union had first requested recognition, a maintenance supervisor, Larry Melton, telephoned an employee, George Thompson, at his home and asked if any union people had contacted him. Thompson replied that none had. The next morning Melton entered the maintenance office, where the janitorial employees reported...
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...Human Resources Final Project University Fundamentals of Human Resource Management Instructor September 09, 2012 Human Resources Final Project Table of Contents I. Recruiting and Selection. II. Training and Development. III. Performance Management. IV. Employee Discipline. V. Compensation and Benefits. VI. Labor Relations. Recruiting and Selection A Bad Hire Is Worse Than You Think. According to the Harvard Business Review, 80 percent of turnover is caused by bad hiring decisions. These are costly mistakes. The U.S. Department of Labor calculates that it costs one-third of a new hire’s annual salary to replace him. These figures include money spent on recruitment, selection and training plus costs due to decreased productivity as other employees fill in to take up the slack. But these numbers don’t reflect the intangible damages an exiting employee can have such as lost customers and low employee morale across the rest of the organization. And, turnover costs climb even higher as you move up the organization: mid- and upper–level managers can cost over twice their annual salary to replace. (Meyer, n.d., p. 2) IT seems to have put themselves in a position to be heavily reliant on their employees to recruit for open positions. Therefore, many of the employees are related socially or through family. This is s practice that can potentially be dangerous. Possible cases for nepotism, broken friendships, divorces, etc. can cause employees...
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...National Labor Relations Board (NLRB) A few days ago, there was a vote on a controversial policy to permit changing workplace election rules regarding votes on union representation. The proposed rule at issue was the shortening of the amount of time between a union filing a petition to hold an election for union representation and the actual vote. While the vote was heavily favored by union and labor lobbyists, it was opposed by most business groups. Because most employers do not hear about the vote until they are notified by the NLRB, the shortening of the amount of time between the petition and the actual vote is very important. Each side has many important actions to take prior to an election. In terms of the union organizers, there is much that they need to do prior to the election. Before the vote can even happen, the union must collect authorization cards from 30 percent of the employees (saying they agree to be in a union). The union must then file a petition with the NLRB who becomes the referee in the process. Once this is done, the employer is notified to address any issues raised by the petition, such as the legitimacy of the petition signatures, which employees to include in the proposed bargaining unit, and so forth. The union must then prove there is an adequate showing of interest for the union (usually done with authorization cards). This is the most important thing the union must do before an election. If the union cannot gather enough interest from employees...
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...HRM Application Case 15-1 Labor Relations and Collective Bargaining 1. Evaluate the various claims made by the union and counterclaims made by the company regarding the changes of unfair labor practices. Which of the arguments are most persuasive? From the union’s position, the arguments that are most persuasive are: b. threatening employees with deprivation of benefits if the union should be elected to represent them, and e. promising to pay and paying employees for certain medical benefits to discourage them from supporting the union. I also a agree with the union’s claim that the violations were so severe and pervasive that it would be impossible to have a fair rerun election in the climate created by the company’s action. From the company’s position, I do not believe any argument is very convincing but I guess there is a chance that the company management was unaware of the telephone calls and other questioning of employees conducted by its former supervisor Larry Melton. This is the only argument that I feel would be slightly valid. 2. Was the statement by Nord to Snow on the date of the representational election a threat or a legitimate prediction and personal opinion protected by the free speech provisions of the act? I think that the statement by Nord to Snow was in fact a threat. He expressed to her that if the union won the election, the employer would take the rent-free apartments away from the janitors’ helpers and charge the head janitors for the...
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...this Research Assignment is to do all of the following (be sure to read and adhere to the notes below: 1. Define the term “collective bargaining” and list and describe four issues that are mandatory components of a collective bargaining agreement. The term collective bargaining is defined as U.S. labor relations system that works effectively, efficiency, equity and voice in which are achieved through collective bargaining. Representatives of the employer and the employees negotiate the terms and conditions of employment that will apply to the employees. There are four major issues including the following; compensation, personal policies and procedures, employee rights and responsibilities, and employer rights and responsibilities. Compensation is based on wages, benefits, vacations and holidays, shift premiums, and profit sharing. Personnel policies and procedures include layoffs, promotions, transfer policies, overtime and vacation rules. Employer rights and responsibilities are the management rights; just cause discipline and discharge, subcontracting, and safety standards. (Text, pg. 11) Efficiency, equity and voice, are the three primary objectives of labor relations, of employees, and even some management personnel. Employees seem to lean more towards equity and voice at the workplace, while management usually prefers efficiency. The tricky part is attempting to balance all three for an overall happy medium at the workplace for both employers and employees. One...
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...Labor Laws and Unions HRM/531 Labor Laws and Unions Unions employ labor laws to protect their members from organizations that operate in violation of the National Labor Relations Board. It is imperative that organizations such as Lewis & Lambert have a clear understanding of their union contract and the laws set forth by the NLRB. Lewis & Lambert Lewis & Lambert is Sheet Metal Contracting entity located in Fort Worth, Texas established in 1965 that prides itself in performance, quality, and value. The company is a unionized entity under contract with Sheet Metal Workers (SMW) Local 68. Lewis & Lambert's additionally owns a subsidiary, Sigma Building Services, providing HVAC, and plumbing services. Union Benefits. Lewis & Lambert employees gain the rewards of union benefits. "Union members earn better wages and benefits than workers who aren't union members" (AFL-CIO, 2011, para. 1). Additionally, Sheet Metal union members realize the advantages of health insurance benefits and stable workforce. Unionization Process. The organization employees entered the union upon its inception. The organization collected signatures of the employees calling for union representation and willing to pay union dues to Sheet Metal Workers (SMW) Local 68. According to HR Hero (2011), a minimum requirement of 30% of employees must propose induction prior to an election process (HR Hero, 2011, para. 2). Union Bargaining and Effects. Union representatives...
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...Interpreting Laws and Court Decisions Interpreting labor and employment laws, as well as court decisions, can be a tedious task at best. The laws set in place are constantly changing and use language that is not easily deciphered by the average working American. The United States Labor laws cover the binding legal connection between the employers, their employees and the employee labor unions. Within the borders of the United States; it is generally know that employers and labor unions do not see eye to eye on most issues regarding labor and employment laws. Labor laws can address one of three different situations: “A union attempts to organize the employees of an employer and to get the employer to recognize it as the employees’ bargaining representative; (2) a union seeks to negotiate a collective bargaining agreement with an employer; or (3) a union and employer disagree on the interpretation and application of an existing contract between the two. Within these three situations, specific rules have been created to deal with rights of employees and employers.” (Labor Law, 2005) The third situation is often seen more times than not; thus creating an everlasting rift between the two parties. In the case study 1-1 of our text, Reinstatement and Back Pay Remedy for Illegal Discharge, it seemed like a common sense; open and shut scenario. My initial thoughts without any research had me thinking there was no way an employer would need to reinstate an unlawfully terminated...
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...Social Media The National Labor Relations Board continues to be laser-focused on the issue of employers disciplining employees for comments made in social media. It filed numerous complaints against employers in the past year. Although the decisions are very fact-specific, they share key points for employers to remember. The recent decision against non-union retailer Bettie Page is instructive. In Design Technology Group, LLC et al., Case 20-CA-35511 (Apr. 27, 2012), the Administrative Law Judge found that Bettie Page engaged in unfair labor practices when it discharged three employees who engaged in protected concerted activity through discussions on Facebook. The decision ordered Bettie Page to reinstate the employees to their former jobs and pay back wages. Facts of the Case: Bettie Page opened a store in the Haight Ashbury district of San Francisco in July 2011. Shortly after opening, several employees felt that the store manager was not managing the store or its personnel very well. Among other things, the employees were concerned that the store was closing later than other stores in the neighborhood and that closing employees were harassed by local street people. The employees brought this concern to the store manager, the owner, and the company’s human resources consultant. When the store manager was out of town, two employees closed the store an hour early with permission from the store owner. When the store manager heard of the early closing, she angrily scolded...
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