...In the case of the complaint filed by the UFCW 1119 v. Airtex Manufacturing Partnership [1991] Alta.L.R.B.R 783., there are few important issues at play and that need expansion. One is the fact that the employer issued a lockout notice to the workers at their plant on December 02, 1993, and all of the issues surrounding what happened next. The case raises a lot of questions and I will try to expand on my answers to those questions. One of the questions asked in this assignment was whether a strike or lockout ends a collective agreement. A strike or lockout cannot legally take place until a collective agreement has expired. While negotiations are taking place, there is a bridging provision that extends the collective agreement for a period of time. So essentially, after a collective agreement expires, it is still in effect as long as both sides are negotiating. A strike or lockout ends that collective agreement bridge. According to the Alberta Labour Relations Board, “the bridging provisions of Section 130 that extended the collective agreement during negotiations terminate.” “Employers may choose to lockout their employees for a short period of time as a way to end the bridging provisions of Section 130 and thereby apply additional pressure on the union to settle the dispute. Although commonly called a “24-hour lockout”, there is no minimum duration required for a lockout and, in Ironworkers 850 v. Western Archrib [1998] Alta.L.R.B.R. 90, the Board ruled the employer had entered...
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...MHR 522 Industrial Relations Section 041 Location: TRS 2-129 (Monday 3.00pm - 6.00pm) 1.0 COURSE TITLE 1.1 Course: MHR 522 Industrial Relations 1.2 Semester/Year: Winter 2014 1.3 Prerequisite &/or Exclusions: n/a 2.0 INSTRUCTOR INFORMATION: 1. Name: Ian Sakinofsky 2. Office Phone Number: (416)979-5000 X 7562) 3. E-mail address: isakinof@ryerson.ca 4. Office Location:1-046; Consultation hours: Monday 12.00pm-1.00pm, 2.00pm–3 .00pm 5. Methods of Posting Grades: ▪ Tests and assignments will be returned to students in class 2.7 E-mail Usage & Limits: Students may email questions to the professor but may expect some delay in responses to emails. 3.0 CALENDAR COURSE DESCRIPTION: The course examines theories of industrial relations; union organization and structure; labour legislation in Canada; negotiating and administering the collective agreement; among other topics. The aim is to introduce the student to the complexities of the labour management relationship and to explore various techniques for successfully managing this critical area of business. 4.0 COURSE OVERVIEW: The goal of the course is to make students aware of the inherent presence of potential conflict, particularly in a collective sense, within workplaces. The intent is to acquaint students with the measures and procedures that have emerged to deal with this conflict, and particularly to position the practice of Collective Bargaining within this context...
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...Chapter 13 Managing Human Resources in an International Business Learning Outcomes Chapter Outline The Internationalization of Business How Intercountry Differences Affect HRM Improving International Assignments Through Selection Training and Maintaining International Employees International Labour Relations Safety Abroad Repatriation: Problems and Solutions After studying this chapter, you should be able to: Explain how to improve international assignments through employee selection. Answer the question, “What sort of special training do overseas candidates need?” Discuss the major considerations in formulating a compensation plan for overseas employees. Describe the main considerations in repatriating employees from abroad. Managing Human Resources in an International Business 2 The Internationalization of Business More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their...
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...which are developing new business across the world. These expatriates are generally sending abroad to develop strategies or resolve problems in the host country. Consequently, the organisation has to be informed of any issue that expatriates might face and affect the work abroad in terms of international human resource management (IHRM) and industrial relations (IR) issues. Deb (2009) define IHRM as ‘a strategic process of managing a global and diverse pool of talented people in such a way as to achieve aims and objectives of the organisation both at parent and subsidiary level successfully, follow ethical practices on human and business issues and be adaptable to local cultural norms and other human needs and aspirations’. And Dowling, Festing and Engle (2013, p.242) define IR as ‘The board field of study that looks at wider issues of work and employment’. The purposes of this essay are to identify and discuss the IR and HRM issues an expatriate from Melbourne could face while living and working in London. In relation to Industrial relations issues, the role of unions, employment contracts, regulations, visas, taxation, labour laws and employ compensations will be discussed. When it comes to human resource management, the essay will discuss culture, language, family, soft skills, allocation, medical secures and weather. Over the last decade, the participation in trade unions has been decreasing worldwide. The trade unions do not have the same level of power or the same affiliation...
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...HRM 603: Comparative Studies of Industrial or Employment Relations Assignment 1 Trimester 3 2013 HRM 603: Comparative Studies of Industrial or Employment Relations Assignment 1 Trimester 3 2013 Name: Cagi Merelita ID no.: 2011001230 Table of Contents Introduction 1 The development & evolution of IR/ER system 2 The development & evolution of IR/ER system in the Fiji Island 3 The IR/ER system of Australia against that of the Fiji Islands 4 The emerging issues & recent trends in IR/ER in both nations 5 Considered key roles & responsibilities by the major actors in an IR/ER system in each country 6 Major actor’s roles & responsibilities that are considered most significant in an IR/ER context & why 8 Bibliography 9 Introduction Employment Relations are the employer and employee relationship, it also describes the relationship between workers and employers in business (Employer and Employee Relations, 2011). Employment Relations is important because it encourages motivation, it builds up the reputation of a worker and the business through the increase in number of potential customers, investors and staff, increase in productivity output, efficiency and profit levels (Employer and Employee Relations, 2011). With the changing industrial landscape in every country or nation, the growth of new townships/cities and the dispersal of activity, a process of ‘industrial culturalisation’...
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...Millaniyage Dulan Chaturanga Perera 617809 Managing Employee Relations Assignment Research Essay Is the work of Unions still relevant? A trade union, as defined in the History of Trade Unionism is ‘ a continuous association of wageearners for the purpose of maintaining or improving the conditions of their working lives’.(Webb and Webb, 1911) Unions exist on the basis that they protect the wages and conditions for employees, making sure that they're protected from unemployment by obtaining a substantial degree of job security as well as supporting employees in disputes and claims against their employers.(Murphy, 2014) The relevance of unions may vary from place to place. Using reasoning and statistical day, we will aim to achieve some sort of clarity towards the complexity and variety of opinions that people have on the need for trade unions. Importance of Trade Unions Unions not only negotiate wages, they also have an impact on fringe benefits, labour productivity,work allocation, job security and employee participation practices.(OECD, 1991) There is also a spillover effect, through extension of agreements and employer responses to union environment where some of these benefits alter the employment terms of non union members.(OECD, 1991) A substantial amount of protective legislation supporting unemployment compensation, sickness insurance, employment protection along with occupational health and safety, is the outcome of work by trade unions. ...
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...The sections that follow look at some of the more specific reasons people unionize and what role and/or organization plays in the unionization process. Whether or not, a union can become the bargaining agent for a group of employees will be influenced by the employees’ degree of dissatisfaction, if any, with their overall employment conditions. For example, employees may feel their concerns about health and safety are ignored or they may be required to wear uniforms without being reimbursed for the cost. It will also depend on whether the employees perceive the unions as likely to be effective in improving these conditions. Employee may seek unionization when they perceive that managerial practices regarding promotion, transfer, shift assignment, or other job-related policies are decidedly unfair. Employee cites favouritism shown by managers as a major reason for joining unions. This is particularly true when the favouritism concern discipline, promotion, and wage increase. Unions will describe the structured complaint process in the collective agreement as a formal way in which employees can have their complaints heard and acted on. Once...
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...Individual Assignment 1 Chief Steward---Absenteeism---Discharge Peter Frost is a 52 year old maintenance mechanic with 25 years’ of service in a construction materials plant in western Mississauga. He originally completed his mechanic apprenticeship in England. Peter is known as a likeable, fairly knowledgeable, technically competent tradesman, with a pro-union stance and enough leadership skills to have been chosen chief steward by his fellow union members 8 years ago. He is viewed by the company as someone to fear because he orchestrated and lead a successful illegal strike four years ago in a dispute over vacation pay. The strike cost the company over a million dollars in lost productivity. Unfortunately Peter doesn’t seem to want to come to work, and when he does he is often late. Over the past four years, Peter has missed over 100 shifts due to absenteeism, and he was late an additional 53 times. The records also show that on at least 25 occasions Peter not only missed his shift but, but he didn’t advise his supervisor that he would be absent. Absenteeism in the plant averages six shifts a year. The company has noticed a significant deterioration in Peter’s performance over the past four years and it is getting progressively worse. There seems to be a pattern of Monday and Friday absences and there are strong and persistent rumours from other employees and supervisors that Peter’s breath smells of alcohol on a regular basis. When Peter is at work, his mood...
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...Assignment December 16, 2012 CORPORATE COMPLIANCE OF LABOUR LAWS INDEX PAGE No Cover Page with Contents 1 Introduction 2 Conceptual Discussions 3 Implementation of Labour Laws 6 Labour Laws Prevailing in Other Countries 26 Data Analysis & Interpretation 32 Conclusion & Recommendation 38 Bibliography 40 Chapter – 1 INTRODUCTION 1. Labour law also known as employment law is a body of laws, administrative rulings and precedents which address the legal rights of, and restrictions on, working people and their organisations. It mediates many aspects of the relationship between trade unions, employers and employees. In brief, Labour law defines the rights and obligations as workers, union members and employers in the workplace. Generally Labour law covers:- (a) Industrial Relations – Certification of Unions, Labour-management relations, collective bargaining and unfair labour practices (b) Workplace health and safety (c) Employment standards, including general holidays, annual leave, working hours, unfair dismissal, minimum wage, layoff procedures and severance pay. 2. There are two broad categories of Labour law. First, collective labour law relating to the tripartite relationship between employee, employer and union. Second, individual labour law concerning employees’ rights at work and through contract of work. 3. Once an investor sets-up a business in India, whether a liaison office, project office, branch or company, that...
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...is designing and marketing high quality sports shoes and sports apparel around the world. It builds its brand appeal through savvy marketing and sophisticated product R&D. The company has never owned production of the goods it sells, instead from the very beginning has been importing the products from the Asian Far East. In 2000, Nike enjoyed 45% global market share, had close to $9 billion of sales and put Knight among the top ten richest individuals in United States. The company directly employed 20,000 people, but had a workforce of an estimated half a million labouring for them in 565 contract factories in 46 countries – making it one of the largest private company de facto employers in the world. Labour conditions in Nike’s contract factories were not even close to any labour laws and compensation practices in the industrialised countries, let alone the US. Work there meant 70-hour workweeks performing hazardous and/or monotonous routines under abusive supervision and with appalling equipment. Until the early l990s, Nike never felt that to be its responsibility. Ever since the early 19th century in England, industrial development started with large scale textile factories. Workers there would stay for two to three years and then either return to the countryside or “graduate” on to higher value added, more sophisticated factories such as household goods production, followed by machinery assembly and ultimately followed by precision machining for high tech goods. This pattern...
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...Chapter 13 Managing Human Resources in an International Business Chapter Outline The Internationalization of Business How Intercountry Differences Affect HRM Learning Outcomes After studying this chapter, you should be able to: Explain how to improve international assignments through employee selection. Answer the question, “What sort of special training do overseas candidates need?” Discuss the major considerations in formulating a compensation plan for overseas employees. Describe the main considerations in repatriating employees from abroad. Improving International Assignments Through Selection Training and Maintaining International Employees International Labour Relations Safety Abroad Repatriation: Problems and Solutions Managing Human Resources in an International Business 2 The Internationalization of Business International HRM Association www.ihrim.org More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed...
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...Chapter 5 COLLECTIVE BARGAINING: LEVELS AND COVERAGE* A. INTRODUCTION AND MAIN FINDINGS Industrial relations systems, operating at national, sectoral and local levels, play an important role in determining economic and labour market performance. They constitute a “web of rules” relating economic agents who, while pursuing their self-interests, generally find it beneficial to reach a degree of consent and some form of (more or less conflictual) co-operation. In providing procedures for consensus-building and conflict resolution, these arrangcments are shaped by specific national legislation and labour market conditions, and by each country’s prevailing attitudes towards work, conflict and co-operation. There are many ways to analyse systems of labour relations in OECD countries. For example, Chapter 4 of the 1991 Employment Outlook examined trade union density (the proportion of workers who are union members), and noted widely differing rates of unionisation across countries, ranging from around 10 per cent in France to over 80 per cent in Sweden. Union density is just one indicator of the character of a country’s industrial relations system. The extent to which employees are covered by collectivc agrccments concluded at various levels - national, regional, sectoral or company - is another important feature of the system by which wages and other employment conditions are set. In many countriec, workers who are not union members are in fact - through extension and enlargement...
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...MANAGEMENT ADVANCEMENT PROGRAMME 120 LABOUR RELATIONS INDIVIDUAL ASSIGNMENT Facilitator : Mrs Vanessa Botha Student Name : Carine Sanama Student Number: 1311024 Date : Monday 29 June 2015 Words Count: 1189 Table of Contents i. Executive Summary ii. Introduction and Background iii. Literature Review a. Definition of Terms b. The Evolution of the South African Labour Relations : Pre and Post-Apartheid c. The right to strike in South Africa : Legal VS Illegal iv. Discussions v. Conclusion vi. References Appendix 1 I. Executive Summary The rising number of labor strikes in South Africa should be a wake-up call the government. They should take the following into consideration so the improve on the country socio-economic state: First, look at labor markets with a renewed interest to revise laws governing the role and powers accorded to collective bargaining unions with a view to streamline them. Second, revise minimum wages, wage increases and dispute resolution policies in line with the latest economic developments in the country and international standards to ensure fairness and equity. Third, ensure that negotiations involving unions that represent essential emergency professionals do not break down and go to strike since people’s lives could be at stake. Finally, deliberately incorporate wage increase policies in the national budgeting process. These reforms would go a long way in minimizing the growing number of strikes...
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...Assignment Discuss the factors reshaping Industrial Relations and the prospect for future pay settlement modules. In the last few years Ireland has been on a difficult economic journey. High unemployment, huge decline in the construction sector, loss of union’s power, people are afraid to take any actions in a case of a job loss. The economic collapse forced the country to cut public spending and raise taxes, the type of austerity measures that financial markets are now pressing on most advanced industrial nations. But rather than being rewarded for its actions, though, Ireland has been penalized. Industrial Relations are about the balance of power and control between the employers and employees. The Industrial Relations climate is changing very fast, with many strikes than any time since the 1970's. The cause is that we are in the middle of an economic crisis. Towards 2016, partnership, with it linked incremental percentage wage increases, can be described as ambition. Unemployment rate in Ireland stands at 14.8 per cent, from 4 per cent.” The EU-IMF-ECB troika described levels of joblessness as “unacceptably high, especially among the youth” in its latest review of the State’s bailout programme last week.” (Minihan, 2012). ‘During the recent crisis, it says that increases in youth unemployment were “significantly higher” in countries with high minimum wages than in countries where minimum wage was below the median.’ ( Sheehan 2012). “Employers would be paid four-figure...
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...Subject: Labour Relations Assignment - William Scott and Co. Ltd. Case 1. Summarize the key FACTS in point form * Wm. Scott & Company Ltd, a poultry-processing company, is the employer * Canadian Food and Allied Workers Union is the griever * The union requested the Board to review an arbitration made under collective agreement between the company and member of union * The award is the dismissal of Margaret Martelli on September 4, 1975 * She called a newspaper and reported that employees were never asked to do overtime to keep up with the poultry meat that was backing up * She also mentioned that the company had many inefficiencies and mentioned the time women were wasting arguing everyday over irrelevant things as the use of a hose * The company deemed these reports were false and unfounded and Margaret knew that * Margaret was dismissed before this event, but was reinstated in April 1975 after an arbitration board substituted the dismissal with a year of suspension * The Arbitration Board found her comments to be unwarranted, and found she was justly dismissed and did not substitute the company’s decision as done before * The union appealed the decision to the BC Labour Relations Board * The Board denies application under section 108 * After the Board considered the facts involved in Margaret’s dismissal, it considered her suspension as a disciplinary action, where a second opportunity was given, but since the behavior...
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