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Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discus

Assignment:

Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following: See instruction for details 

** No Plagiarism

*** APA citing 

***48 hours 

Week 7 Discussion 1:

Labor Relations and Employee Retention

This week’s lecture looks at the importance of Labor Relations and Employee Retention. Our lecture this week gives an idea of the role unions play within organizations, and some of the benefits of being in a union. This week’s objective is to debate the use of unions within the workplace. Have a great week!

Upon successful completion of this week's lesson, you should be prepared to: 

· Debate the use of unions within the workplace

Review this week’s Learning Resources, especially:

· Chapter 12 – (See attachment )

· W7 Lecture – Labor Relations (See attachment)

· Pros and Cons of Unions – YouTube

Mello, J. (2015). Strategic Human Resources Management (4th edition). South-Western, Cengage Learning ISBN: 9781285426792

Assignment:

Post  a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following:

· How effective is the use of Union Representatives within organizations when it relates to employee behavior?

· 4-5 paragraphs  

· APA citing

· No plagiarism

,

Strategic Human Resources Management

Week #7 Lecture

Labor Relations and Employee Retention

This week’s focus will be on labor relations. In every Human Resources office, there is someone in charge of labor relations. Labor relations are put in place to help managers with developing, maintaining and improving working relationships amongst the organization. The nature of the employee-employer relationship can have substantial impact on morale, motivation, and productivity. The relationship with unionized workers is more formal due to a contract, as well as special provisions of the National Labor Relations Act. Managers may not form or join unions. The goal of labor relations is to establish cooperative, effective, and efficient relationships between employees, union representatives and the organization.

The nature of the employee-employer relationship can have substantial impact on morale, motivation, and productivity. The relationship with unionized workers is more formal due to a contract, as well as special provisions of the National Labor Relations Act. Organized labor presents several key challenges for management, including:

1)    shifts in power bases in unionized organizations.

2)    union representatives become outside players who must buy into management initiatives; and

3)    higher organizational cost structure (Mello, 2015).

Labor relations act as a neutral party between managers and employees within an organization; therefore, allowing room for negotiation. There are four key labor relation elements that are useful for supervisors: legal framework, collective bargaining, key players, and complaints. Employees seek to form unions because of perceived economic, social, and political benefits:

·       Higher or more equitable wages

·       Better or expanded benefits

·       Greater job or employment security

·       Affiliation & sense of community

·       Sense of power/influence in numbers

Benefits of Unionizing

If done correctly, unionizing can be beneficial to employees. Employees have the opportunity to negotiate the terms that are beneficial to their employment. An employee may not always agree with the terms and conditions of the agreement between the union and management; however, he or she must follow the agreement once settled. Employees join unions for three reasons:

Economic –The union’s ability to negotiate higher wages, better or expanded benefits, greater job or employment security, and improved working hours and conditions

Social – The affiliation and sense of community that workers share when they are unionized. Their personal issues and needs relating to their jobs and lifestyles can sometimes be integrated within the union agenda.

Political – A sense of power in numbers will result in managers listening to requests and demands (Mello, 2015).

How do we retain employees?

Often times, employees leave organizations because of lack of training to successfully perform their jobs. In order for organizations to maintain employees, it is critical that training is offered, but also that they are able to measure the impact the training has on the employee and the organization. It is critical that organizations measure the impact that training has on employees and the subsequent effect on the organization's bottom line. Training and development are significant parts of the “organizational climate,” which refers to employees' perceptions of their work environment. Researchers have shown that organizational commitment, employee retention, morale, and satisfaction affect organizational climate (Altmann, 2000). According to Tannenbaum, Mathieu, Salas, and Cannon-Bowers (1991), “employees may view an effective training experience as an indication that the company is willing to invest in them and cares about them; thus, training may enhance their commitment to the organization. This should be particularly true if the training met participants' expectations and desires" (p. 760). Another way to assess the effectiveness of training programs includes following up with the learner and his or her supervisors to understand what was actually learned and applied on the job (Hunt, Dodge & Wong, 1999). Thirtle (2001) suggested that organizational leaders could achieve effective leader development programs if they integrated feedback and mentoring in the training, including on-the-job experience. Effective training programs should also consider the interests of the participants, which should be the same as that of the organization (Saleh et al., 2004).

Layoffs

A lot of organizations recognize the need to develop and maintain quality workers; however, sometimes due to unforeseen circumstances, organizations are forced to let some of these workers go. Organizations reduce the size or their workforce for three main reasons: inefficiency, lack of adaptability in the marketplace, and a weakened competitive position within the industry. The Worker Adjustment Retaining and Notification Act, which regulates employer actions taken as part of reductions in force (RIF), went into effect in 1989. The Act requires employers with 100 or more employees to provide affected employees with a minimum of 60 days written notice of any facility closing or large-scale layoffs of 50 or more employees. This does not apply to federal, state, or local government agencies (Mello, 2015). To avoid layoffs, organizations need to have a contingency plan in place, which should include incorporating cross-training, amongst employees, hiring freezes, not replacing departing employees, and offering early retirement incentives.

References

Altmann, A. (2000). Start minimizing your workforce problems: Understand the organizational climate. Canadian Manager, 25, 15-16.

Hunt, J. G.; Dodge, G.E., & Wong, L. (1999) Out of the box leadership: Transforming the twenty-first century army and other top performing organizations. Stamford, CT: Jai Press.

Mello, J.A. (2015). Strategic human resource management. (4th Ed). Cengage Learning.

Saleh, S. S., Williams, D., & Balougan, M. (2004). Evaluating the effectiveness of public health leadership training: The NEPHLI experience [electronic version]. American Journal of Public Health, 94(7), 1245-1249.doi: 10.2105/AJPH.94.7.1245

Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cannon-Bowers, J. A. (1991). Meeting trainees' expectations: The influence of training fulfillment on the development of commitment, self-efficacy, and motivation. Journal of Applied Psychology, 76, 759-769.doi:10.1037/0021-9010.76.6.759

Thirtle, M. (2001). Developing aerospace leaders for the twenty-first century [Data file]. Available from Air University website: http://www.au.af.mil/au/cadre/aspj/airchronicles/apj/apj01/sum01/thirtle.html

 

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