W7 – Respond to (2) two of your colleagues Granth Assignment: Respond to (2) two or more of your colleagues’ posts in one or more of the following ways:

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W7 – Respond to (2) two of your colleagues Granth Assignment:
Respond to (2) two or more of your colleagues’ posts in one or more of the following ways:

See attachments for detailed instructions 
2– 3paragraphs 
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:

Respond to two or more of your colleagues’ posts in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.
· Offer an example from your experience or observation that validates what your peer discussed.
· Offer specific suggestions that will help your peer build upon his or her own virtual communication.
· Offer further assessment or insight that could impact your peer’s future communications.
· 2-3 paragraphs per colleagues
· APA citing
· No plagiarism

1st Colleague – Stephen Jarman

Stephen Jarman 

Week 7 Discussion Assignment – Unions and Employee Behavior

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Greetings everyone, welcome to week 7 and hopefully a nice Thanksgiving pause.
This week’s assignment question is “How effective is the use of Union Representatives within organizations when it relates to employee behavior?” I don’t have to do a lot of research on this topic because, hopefully, my own experience will shed some light on this topic.

Behaviors Related to Union Representatives

            Mello states that “Union-organizing campaigns often present difficult working conditions for employees, who are often continuously subjected to opposing information from management, union representatives, and pro-union coworkers in support of their respective positions” (2015). This is a fact that I have personally witnessed during a UAW (United Automotive Workers) campaign to organize the workforce of Nissan Motor Manufacturing in Smyrna, Tennessee in the 1990s (there were ultimately three campaigns, two after I left to work for General Motors, a company that was the impetus for the UAW in the 1930s). During the months leading up to the NLRB (National Labor Relations Board) decision to conduct an election at Nissan based on the requisite number of signed cards submitted to them, there was a significant effort by both management and union officials to push their own agendas. My personal position was pro-Stephen and that took me to lean towards the side of management – my experience was that the conditions, compensation, and treatment of employees at Nissan did not warrant giving dues to a third party to take away our voice and to force the company into collective bargaining…we already had the best jobs in the region! The company spent large amounts of time, money, and energy on educating the front-line supervisors for good relations with the hourly people to make sure things like favoritism, bias, harassment, retaliation, or such were not ammunition for the union to use to build more consensus. The vote was held and there was, as I recall, about 35% for and 65% against unionizing. After that, employees were, for the most part, relieved and management was gracious and continued to treat employees fairly. One outcome as a result of the first campaign was that management realized they were at risk of wrongful terminations and formulated a peer-review panel (a mix of salary and hourly employees) for those who wanted to present their case of pending termination to be reconsidered for reinstatement. That was a very positive change in the policy, and it worked to improve relations even more.
Subsequent to Nissan, I had a number of impressions about unions through various experiences. I worked at General Motors, Ford, and Detroit Diesel – all three UAW organized. The UAW, in my opinion, did not advocate for its members. In fact, the employees of the UAW are members of other unions – that should tell us something about how the UAW treats their own. I have worked at Mercedes in Germany – unionized by IG Metall. IG Metall, in my opinion, does advocate for their members even to a fault. There are IG Metall members who sit on the board of the company of Daimler (the parent company of Mercedes). That is a significant difference in how management and union representatives collaborated – it was more positive than is what is normally considered in the US. I worked at Meritor in Italy – there were seven different unions at the one location there. The union were more like clubs than unions, each representative was reminiscent of a ‘tough guy (mob boss comes to mind).
In summary, there is no simple answer to the question “how effective is the use of Union Representatives within organizations when it relates to employee behavior?” Mello accurately portrays that unions are becoming less and less popular, but for a myriad of reasons. Effectiveness must be considered from the perspective of organizations, unions, or employees. The one take-away I have from my own experiences with unions is this: local union representatives are a powerful force when they are convinced to work in line with management’s goals and objectives. But first, a lot of groundwork has to be done to build trust between ‘both sides of the house.’ This realization came about after my work at Detroit Diesel where I recommended to the CEO at the time that the factory manager be removed once I was able to collaborate what the union president shared with me that the factory manager would not work with him for implementing the new local contract – it was called a Modern Operating Agreement because it eased up on some of the lines of demarcations that are a hallmark of unions. The union only needed to be involved as contract clauses were rolled out. Once the factory manager was dismissed by the CEO, the union leadership got behind the same initiatives I was hired to implement as long as they had a voice and were listened to. 

References

Mello, J., (2015). Strategic Human Resource Management. 4th edition ebook. Cengage
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2nd Colleague – Susan Christmas

Susan Christmas 

Week 7 Discussion

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The Week 7 discussion thread is about union representatives within organizations. The question is: How effective is the use of Union Representatives within organizations when it relates to employee behavior?

I enjoyed the readings this week because I have always been curious about unions, but never took the time to learn about them and understand them. I confess I have always had a bit of a negative feeling toward unions but could not really tell you why I had that perception. As a side note, I found it interesting that Mello mentioned it is common for workers in the healthcare industry to be members of a union, but I have never noticed that during my experience of working in healthcare (Mello, 2015).
I found an article on the website for Trades Union Congress (TUC), an organization based in the United Kingdom, that provided a great deal of information about union representatives. The article starts out with explaining union representatives and the role they play in the workplace. Union representatives volunteer, in addition to their regular job, to be responsible for making the workplace a better environment and one that results in more productivity for the employer. Advice and representation regarding employment rights are just two such responsibilities the union representatives take on. When it comes to disciplinary and grievance situations, union representatives represent the workers involved in those cases. Union representatives also work to provide safer workplaces and the chance for workers to learn and develop skills. Finally, union representatives advocate for equality in the workplace. Union representatives are commonly successful in resolving disputes that involve workers who encounters problems at work. This resolution allows the worker to remain in their job, as opposed to quitting, which results in less turnover for the employer. It has also been shown that union representatives significantly reduce the number of voluntary exits, which results in less recruitment expense for the employer (Union reps, 2017). From what I understand, unions are not as common as they used to be, but they can certainly be useful for workers and employers.
References
Mello, J. A. (2015). Strategic Human Resource Management. (4th ed.) Stramford, CT: Cengage Learning.

Union reps are good for workers and employers. And we can prove it! TUC. (2017). https://www.tuc.org.uk/blogs/union-reps-are-good-workers-and-employers-and-we-can-prove-it.
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