HRM 586 Labor Relations Entire Course

HRM 586 Week 1 DQ 1 Fighting Employer’s Premises, Page 405

HRM 586 Week 1 DQ 2 Union Salting

HRM 586 Week 2 DQ 1 Abusive Language towards a Supervisor

HRM 586 Week 2 DQ 2 The Taylor Law

HRM 586 Week 3 DQ 1 Overlooked for an Unanticipated Vacancy

HRM 586 Week 3 DQ 2 The Future of Unions

HRM 586 Week 4 DQ 1 Employees on Medical Leave, Page 411

HRM 586 Week 4 DQ 2 You Decide

HRM 586 Week 5 DQ 1 Blame for a Major Accident, Page 413

HRM 586 Week 5 DQ 2 Trilogy Cases

HRM 586 Week 6 DQ 1 Ten Days to Learn, Page 431

HRM 586 Week 6 DQ 2 Collective Bargaining Employment Benefit

HRM 586 Week 7 DQ 1 Discharge for Fraud, Page 416

HRM 586 Week 7 DQ 2 Your Key Learning from the Assign

HRM586 Week 2 Case Study 10 An Anti-Nepotism Policy

Homework

Case Study 10: An Anti-Nepotism Policy, Page 419 (Also review the information located under the Case Study tab this week.)

Your entire submission should be 2–3 pages, double-spaced with proper citation, as applicable.

Grading Rubric:
Here are the criteria for grading this assignment. Use these categories to provide structure within your paper.

1. Describe the issues in the case – 15%
2. Provide a clear explanation of the union’s position – 20%
3. Explain management’s position – 20%
4. Relate the two positions to the contract language – 20%
5. YOUR Analysis of the remedy – 25%

What is your remedy in the case and why?

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use theDropbox, read theseStep-by-Step Instructions or watch thisDropbox Tutorial.

See Syllabus/”Due Dates for Assignments & Exams” for due date information

HRM586 Week 4 Case Study 11 A Laid-Off Glass Worker

Homework

Case Study 11: A Laid-Off Glass Worker, Page 422 (also review the information located under the Case Study tab this week)

Your entire submission should be two to three pages, double-spaced, with proper citation, as applicable.

Grading Rubric:
The criteria for grading this assignment. Use these categories to provide structure within your paper.

1. Describe the issues in the case – 15%
2. Provide a clear explanation of the union’s position – 20%
3. Explain management’s position – 20%
4. Relate the two positions to the contract language – 20%
5. YOUR Analysis of the remedy – 25%

What is your remedy in the case and why?

See Syllabus “Due Dates for Assignments & Exams” for due date information.

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use theDropbox, read theseStep-by-Step Instructions or watch thisDropbox Tutorial.

HRM586 Week 5 Pool Paper

Pool Paper

The purpose of the Pool Paper is to allow students to select from five different scenarios in labor relations. Students are asked to select one scenario and develop it into a 2–3 page paper. This exercise allows students the opportunity to apply concepts covered in class to real-world situations.

Appropriate citations are required.

All DeVry University policies are in effect, including the plagiarism policy.

Papers are due during Week 5 of this course.

Any questions about this paper may be discussed in the weekly Q&A Discussion topic.

This paper is worth 50 total points and will be graded on quality of content, editing, and documentation.

Assignment Pool

Written Assignment #2

You are the vice president for human resources of the General Widget Corporation. The corporation’s share of the market has declined dramatically. The corporation has been operating in the red—with huge losses! The CEO has announced a drastic plan to reduce costs to stem the losses. He said that a plant in Dallas, Texas, or a plant in Ann Arbor, Michigan, may be closed.

Each plant has about 3,000 employees—each manufacturer the same product. The CEO said that production of the two plants may be consolidated or merged into one plant.

Both plants are organized by a strong international union.

The CEO asks you to prepare a report for him on what factors he and the president should examine and consider in making their decision as to which plant to close and which plant to continue operating.

In your report you are to indicate what factors should be examined and why they should be considered. You are NOT to make any recommendations. You are to present all the critical factors which the top executives should examine in making their decision.

This paper should be 2 to 3 pages in length not including the coverage page and reference page.

HRM586 Week 6 Course Project

Labor Relations Course Project

Guidelines | Course Project Topics | Grading Rubric

There is a written course project due at the end of Week 6. It should be 15–20 pages in length (excluding the cover/reference pages). Your work must be double-spaced with one inch margins and should use one of the five approved style formats (APA or MLA are preferred). You may select one topic from the list below.

You should choose a labor relations topic that is of interest to you. This could be an idea that: (a) comes out of one of the class case studies, (b) something you have wanted to investigate for a long time and have not had time for, (c) a labor relations issue that is pressing at work and needs a solution, or (d) a recommendation that you want to make to your organization’s labor relations professionals or to your union.

Your paper should be organized in such a way that you integrate the following elements into your work:

A clear thesis that consists of at least two main points

Introduction section with a detailed background/history of the topic

Literature review that incorporates research that supports your assertions on the topic

Recommendation section where you will explain what you have learned and how you propose to alter or amend the situation discussed

Conclusion

White collar unionism in the United States in the next decade: an attempt to predict its future size and shape

Managerial resistance to unionism: how deeply rooted, how widespread and how logical is it?

Crime and organized labor: how much connection is there?

Corruption in the Teamsters Union

The role of personality in American labor union history

An evaluation of organized labor’s relationship with the black community

Samuel Gompers and John L. Lewis: a comparison of two labor giants

The advisability of eliminating all post-1932 collective bargaining statutes and letting the parties go back to the pre-Wagner Act “law of the jungle.”

The NLRB’s tilt to management in the 1980s and early 1990s and then to labor: Are there any lessons to be learned from these developments?

The influence of Ronald Regan and George Bush on organized labor between 1981 and 1993

The influence of Bill Clinton’s Presidency on organized labor

Management’s replacement worker strategy after the air traffic controller strike: how potent and how fair a weapon?

An evaluation of the influence of COPE, the AFL-CIO’s Committee on Political Education

The local union meeting and the problem of poor attendance: what, if anything, can be done about it?

The expulsion of the Teamsters from the AFL-CIO for “corrupt influences”: did it make any real difference to either the Teamsters or the federation?

The declining incidence of strikes in the United States and some possible explanations

Mediation: an assessment of its potential value

Technological innovation as a cause of strikes

The role of violence in strike and lockout situations

An appraisal of procedures to expedite the arbitration process: mini arbitration and grievance mediation

Legal issues in the private arbitration process

Effective use of the grievance procedure for settlement of disputes

Choose one of the economic supplements discussed in the text. Research the development of the benefit in collective bargaining contracts since World War II. Be sure to address yourself to the major advantages of the supplement and its future development

“Right-to-work” laws: desirable public policy?

Trends in the area of management prerogatives

Quality of work life programs: are they nothing more than a fad?

The health insurance issue and collective bargaining

Plant closedowns and WARN.

The PATCO strike revisited

Future of unions in the U.S.

Union mergers: problems and opportunities.

History of a particular labor union with which you are familiar

Impact of “right-sizing” or downsizing on labor relations

The UPS strike

The rise and fall of Ron Carey

HRM 586 Labor Relations Final Exam Answers

(TCO A) You are the new leader of the local union at your company. There are many new employees who have joined the union in the past year, and they have questions about the way union membership works. These new employees are not sure about how to be in the union and still interact with the boss. It seems to some of them that in their non-union jobs, they would just say and do what it took to get their questions answered, and they did not see much difference between themselves and the boss. Others want to run to the union steward every time the boss says something they don t like. The questions involve management rights and employee rights. Your job is to develop a summary sheet which lists the content for a union meeting. Your summary should include the basics of how unions operate and specifics on management rights and employee rights in the union environment. (Points : 34)

2. (TCO B) There are a number of social, economic, and business factors that are either helping or slowing down the development of the union movement. Describe the changes in the political climate that have helped or hindered growth of unions. Identify key legislation that has changed the way in which unions or companies operate in a union setting. (Points : 34)
3. (TCO C) Labor Management relations have been affected by political and legal forces since the mid 1900s. Describe laws that are relevant to negotiations. Which laws favor employers, and which favor unions? Close out with a discussion of the importance of these laws within the scope of the negotiating teams. (Points : 34)
4. (TCO D) Describe the differences of operations between the local unions and national unions. How are each involved in helping union employees? Describe the interactions between employees and representatives at both levels. (Points : 34)
5. (TCO E) The AFL-CIO and its leaders from the past help define the labor movement in the U.S. and help define where the union movement is today. How have the AFL-CIO (federation) national and local unions been involved politically? What impact has this had on unions and legislation passed? (Points : 34)
6. (TCO I) When you examine a negotiated agreement, you will find a variety of issues that can be put into the category of wages or economic concerns. However, the contract is not limited to these issues. There are a variety of issues that go beyond economic concerns, such as the union obligations. It is not just that management is required to perform a certain way according to the requirements of the contract. It is often felt by management that they are giving up everything in order to live by the contract. From a management point of view, the union has taken control without obligation through the function of the contract. (a) Evaluate the obligations that the union might have under the contract in terms of what they mean to the functioning of the union and management.(b) Lay out a plan to help management implement its options if the union does not meet its obligations. (Points : 34)
7. (TCO G) Two industries (Industry X and Industry Y) are run by labor unions. Even though the unions overseeing these industries are considered honest and conscientious, we have seen a large disparity in pay between the industries. In fact, the wages in Industry X are now three times the rate as those of Industry Y. What factors account for the differences in these two industries? (Points : 34)
8. (TCO F) The centerpiece of almost every negotiation is the issue of wages. The topic has become complex and is typically the catalyst for a strike. Of course, the topic of wages is multidimensional. It’s not just the salary that union member are making that impacts the profitability of the organization or the cost of products and services on the market. There are other costs that go into making up the total reward paid to any employee, including the union worker. It is this bigger picture of labor costs that concerns management during negotiations. While the union is focusing on what they can get in terms of total income to the union member, management is looking at the impact of these cost on the total business picture. (a) Compare the methods available for the adjustment of wages during the effective period of the labor agreement. Make this comparison in light of the organization in which you currently work or recently worked. (b) From a management perspective, defend what you would judge to be the most desirable arrangement for your organization. Be sure to include other factors around the wage issue that might impact your decision. (Points : 38)
9. (TCO H) If the collective bargaining process is to be successful, it is important that both sides come prepared to bargain. This means that both management and labor must make plans and develop a strategy before they even look across the table at the other party. It is often this preparation that determines to what extent one side gets its way more than the other side. It is impossible to walk into negotiations without knowing the costs that are potentially involved in the new contract arrangement. Clearly the union is well-prepared with their wish list and with as many facts and figures as they can find to bolster their position. Management does much the same thing to trade off items on the table. (a) Select what you consider to be the key pre-negotiation preparation steps that can be taken by the union. (b) Select what you consider to be the key pre-negotiation preparation steps that can be taken by management. (c) Compare and contrast the historical elements that help us understand the current structure of the union. (Points : 34)

(TCO A) You are the new leader of the local union at your company. There are many new employees who have joined the union in the past year, and they have questions about the way union membership works. These new employees are not sure about how to be in the union and still interact with the boss. It seems to some of them that in their non-union jobs, they would just say and do what it took to get their questions answered, and they did not see much difference between themselves and the boss. Others want to run to the union steward every time the boss says something they don t like. The questions involve management rights and employee rights. Your job is to develop a summary sheet which lists the content for a union meeting. Your summary should include the basics of how unions operate and specifics on management rights and employee rights in the union environment. (Points : 34)

2. (TCO B) The development of unions in the U.S. has a dynamic and complex history. Despite the growth and power that unions enjoyed in the past, today they are on the decline. Unions are working in various ways to improve their status and membership levels in the U.S. There are a number of social, economic, and business factors that are either helping or slowing down the development of the union movement. (a) Compile the various statistical, historical, economic, and social factors that have led to the decline of unions. (b) Devise a plan to help unions reverse these trends and potentially turn back to a growth pattern. (Points : 34)
3. (TCO C) Contract negotiations will typically reflect the current status of the economy, political/legal concerns, social factors impacting society in general, and other concerns held by management and labor. The issues can become complex, with each side presenting their view of what has changed in the economy, as well as their own needs for changes to wages and benefits, etc. The proof that is brought to the bargaining table supports either management’s perspective or that of the union. Play the role of a consultant to management. (a) Summarize for the management team the economic, political/legal, social, and other factors that you believe the union will integrate into their negotiations package. (b) Devise a counter proposal that management can bring to the table. (Points : 34)
4. (TCO D) When management and labor interact during negotiations, during a grievance, or just on a daily work basis, their relationship is largely defined by a variety of federal and state laws. These laws can be seen as helping, or they can be considered a hindrance to labor or management as they try to reach their goals. Both sides have their point of view. In the past, the laws were created to help the unions organize and members to join a union. Later, the laws helped management deal with the union. The labor laws of this country have helped to bring some balance to the labor and management relationship. Consider the major labor legislation passed over the years. (a) Explain how key components of the labor laws impact the union/management relationship today. (b) In your explanation, describe how both management and labor benefit from these key provisions. (Points : 34)
5. (TCO E) Describe the differences between the AFL-CIO and “Change to Win” federations. How are these organizations competing for the same employees? (Points : 34)
6. (TCO I) The typical labor agreement includes disciplinary procedures that are advantageous to both managers and the union and union workers. Describe the disciplinary procedures and outline the sections that may be advantageous to employees versus those that are advantageous to management. Contrast your findings with a non-union environment. Describe the effectiveness of each approach. (Points : 34)
7. (TCO G) Two industries (Industry X and Industry Y) are run by labor unions. Even though the unions overseeing these industries are considered honest and conscientious, we have seen a large disparity in pay between the industries. In fact, the wages in Industry X are now three times the rate as those of Industry Y. What factors account for the differences in these two industries? (Points : 34)
8. (TCO F) Wage issues are often the catalyst for a strike. While the union is focusing on what they can get in terms of total income to the union member, management is looking at the impact of these costs on the total business picture. From a management perspective, defend what you would judge to be the most desirable arrangement for your organization. Consider the ability-to-pay approach and the comparative approach. Be sure to include other factors around the wage issue that might impact your decision. (Points : 38)
9. (TCO H) Your boss is new to the union environment and your organization is three weeks into a grievance for discharging an employee without just cause. Your role is to prepare your boss for the grievance process. Outline a typical grievance/arbitration procedure and evaluate the impact of that procedure on your organization. (Points : 34)