Question;Reply to the following two.Minimum of 300 words each.1 scholarly reference.1. A union is a formal association of workers that promotes the interests of its membersthrough collective action (Mathis, p. 560, 2014). As the human resource manager I willinform my supervisors that they are not legally allowed to join unions and that they arelegally allowed to not give out information to any employees but if they wish to do so theycan. Also, I would suggest that all higher ups in the company come together and put anegative emphasis on unionization so that the employees know that we do not condone thistype of behavior. Evidence suggests that the negotiated wage for a unionized employeegroup is an increasing function of the firm's prior profitability. As a result, managers mayhave an incentive to strategically signal a negative outlook to their unionized workers in orderto improve the firm's bargaining position (Bova, p. 14, 2013). I would also suggest that eachsupervisor would have a meeting with their employees and explain what is going on and whythey will unfortunately not be receiving that raise. I find that most employees are justmisinformed and once they have all the information they tend to calm down.There are also some major rules that come along with unions and I have a meeting with allmy supervisors to explain to them what they can say and what they cannot. Here are somethings that every supervisor can do in a situation such as this one, (1) forbid distribution ofunion literature during work hours in work areas, (2) explain unionization process toemployees accurately but they are not legally bound to do so, (3) show employees articleswhere unions failed, (4) tell employees how wages compare to theirs in different companies,(5) explain to the employees why the employer does not like unions, and (6) tell theemployees all the costs when it comes to having a legal union (Mathis, p. 579, 2014). Thereare also things that supervisors cannot do such as, (1) Forbid solicitation during non-workhours or on break times, (2) question employees in such a manner that is rude and encouragesthem to dissolve the union, (3) fire, demote, transfer, or reduce hours because employee is apart of a union, (4) threaten to close the workplace because of union, (5) promise to grantpromotions and pay raises if employee leaves union, (6) prohibit from wearing union hats,buttons, t-shirts, and (7) spy on or video tape union meetings (NLRA, 2014).In my opinion this all comes down to the employees failing to see that the world is changing,if they would open up their eyes and become informed they would understand why thecompany is doing what it is doing. But, the sad truth is that most people are selfish and onlycare about themselves. It says in Matthew 13:16-17, But you have God-blessed eyeseyes that see! And God-blessed ears, ears that hear! A lot of people, prophets and humblebelievers among them, would have given anything to see what you are seeing, to hear whatyou are hearing, but never had the chance.2. The first step I would recommend would be for the company owner(s) and keystakeholders to draft a memorandum for companywide distribution and deliver acompassionate state of the company speech to affected employees. Stressing that tougheconomic times and increasing competition are responsible for declining company revenueand that the company values each employees contributions. I would also recommendfollowing up with some token service type gift combined with a small monetary cash awardthat is low cost yet would be perceived as something of value and an appreciation of effortand loyalty. I would also stress loyalty to the company and each other is what has made thecompany successful, any actions to undermine that loyalty would be perceived poorly.Simultaneously, I would ensure a complete review has been made determining if thecompany has an established no solicitation (ns) policy. According to our text, a nosolicitation policy restricts employees and outsiders from distributing literature or solicitingunion membership on company premises.(Mathis, Jackson & Valentine, 2014, p.575) If apolicy is not established or has been in place but loosely observed, I would begin thecampaign against unionizing by insisting that managers implement a ns policy or beginenforcing the previously established policy immediately.The next step I would take to protect the company from unionization is to educate allmanagers and supervisors that are exempt from voting or joining a union on the grounds ofthe National Labor Relations Act on the standards of the legalities involved so that all partiesobserve the letter of the law. (Mathis, et al., 2014, p.578). I would collect signed attendancesheets for the training signifying that the company has sufficiently trained staff on theregulations regarding restrictions in accordance with the NLRB and other requirementsregarding unionization efforts.I would ensure that managers and supervisors understand that the company is againstunionization and outline illegal activities that will not be tolerated. I would also encouragemanagers to be receptive to dialog and not engage in hostile conversations but take a stanceof gratitude for the job they have and that there are worse situations than one bad year in acompanys profits.Next, I would bring in a smaller team from the legal department and my most trustedmanagers and supervisors and establish a union busting team to engage the threat directly.James 5:12 (CEB) says, Most important, my brothers and sisters, never make a solemnpledgeneither by heaven nor earth, nor by anything else. Instead, speak with a simpleYes or No, or else you may fall under judgment. I would tap into the grapevine, get thepulse of the organization, and ensure that those that are adamant about going against thecompany by taking a pro-union stance know that their pledge to a union is permanent. It willestablish a clear line between themselves and the company that could only be crossed byelected union representatives who may have ulterior motives besides the best interest ofemployees and the companys well-being. Along with the benefits of unionization, there aredrawbacks, which include loss of autonomy, union dues, a less collaborative workenvironment as well as higher costs to the company. (Keller, n.d.)Lastly, I would encourage managers to be knowledgeable about the history of unions andhow they have changed little since the 1930s. In the early years, they made a real differenceand brought about needed changes in society when workers were routinely exploited andtreated inhumanely, their usefulness has become questionable in the modern workingenvironment. (Shark, 2012) I would pose questions that would encourage thoughtfulconsideration of the changes a union would bring, for instance, although they do offer certainprotections to workers would you value working at a company that only promotes peoplebased on seniority and not good work? How about employees that become lazy and beginperforming minimum work efforts? Would you pick up their slack and protect them fromdismissal? Should management have the option of rewarding good work and correctingdispleasing work ethics based on the merit of each individual and not under protection of theperceived union protection umbrella?The decision to unionize should not be treated lightly. For many American industries, theburdens that unions have imposed have removed any hope they will ever have of competingon a global scale. Some have even moved entire companies and production overseas to amore favorable environment.
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