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Collective Bargaining and Labor Relations, 2007.
This paper explores labor relations and collective bargaining agreements in major league sports.
3,568 words (approx. 14.3 pages), 8 sources, MLA, AU$ 129.95
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Abstract
The paper discusses labor relations and the relative merits or weaknesses of certain collective bargaining agreements. The paper explains that when an employer and a union representative engage in a bilateral decision making process, it is termed labor contract negotiations, or more recently a collective bargaining situation. The paper relates that the effect of the collective bargaining agreements on major league sports in the United States has been very significant to all labor relations. The paper offers a recent example of the uses of collective bargaining as was seen in the application of a contract for the players of the National Football League. The paper concludes that ultimately, the advent of the collective bargaining agreement within sports has been beneficial since it decreases the number of strikes and lockouts and keeps the players, owners and fans happy.
From the Paper
"For many years, players of team sports were not considered to be workers who labored in a way that would be covered by the National Labor Relations Act (NLRA). In fact, in 1922, the Supreme Court stated that baseball clubs were accepted from anti-trust regulations and this effectively thwarted any attempts by baseball players to unionize for even the most basic protections. What one must remember is that these sports teams, while generally only focusing on the players, have other employees and so sport protection came with the allowance of the baseball players to engage in collective bargaining in 1969."
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Labor Relations In China, 2002.
Discusses changing labor management and relations in China.
1,125 words (approx. 4.5 pages), 5 sources, AU$ 51.95
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Abstract
Discusses changing labor management and relations in China. Impact of membership in the World Trade Organization (WTO). Availability of large pool of labor. Employee-employer relations. Unions. Worker's Councils. Profit sharing. Working conditions. Fringe benefits. Hours worked; holidays and vacations. Termination of employees. Foreign personnel; work permits.
From the Paper
"Labor Relations in China
Labor Relations
The concepts of labor management and labor relations as they are understood in the Western World are basically unrealized in China today, although that situation is changing rapidly, and, most experts agree, will probably change more as China become fully vested as a World Trade Organization member.
Availability of Labor
According to a special report on labor in China, as of June 1, 2000, there were more than 200 million people earning work wages, and half of them are affiliated with labor unions. However, those wages typically average $20 to $30 U.S. a week. Likewise, most of the available labor is moving to the cities along the coasts, where the wages are higher, sometimes reaching $400 a month. There is, the ..."
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The National Labor Relations Act (NLRA), 2009.
Reviews the National Labor Relations Act (NLRA), also called the Wagner Act of 1935.
1,125 words (approx. 4.5 pages), 7 sources, MLA, AU$ 50.95
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Abstract
This paper describes the unfair labor practices during the 1930s. The author relates, section by section, the 1935 National Labor Relations Act, also known as the Wagner Act after New York Senator Robert Wagner who backed it, which was passed to counteract some of these unfair labor practices such as child labor. The paper explains how the existence of the NLRA helped pave the way for many of the labor laws, which are taken for granted today, including the civil rights laws of the 1950s and 60s.
From the Paper
"Section 8 of the NLRA listed, and prohibited, five unfair labor practices. Employers were prohibited from interfering with the employees union. This interference was interpreted as more than intimidation. Employers could not give conditions to any financial support they might offer. If they chose to contribute money or resources to the union it had to be with no strings attached.
Also, employers could not interfere with or restrain employees while they were exercise their right to organize or bargain collectively. Next, employers could not put conditions on employment, which could be interpreted to preclude or force union involvement."
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Labor and Industrial Relations in South Africa, 2008.
A discussion of the impact of the unique political and socio-economic situation in South Africa on labor relations and human resource management.
771 words (approx. 3.1 pages), 8 sources, APA, AU$ 35.95
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Abstract
This paper examines how South Africa's unique cultural, socio-economic, and political situation imposes difficult challenges for labor relations and human resource management. The paper explains that since the end of apartheid, the country has faced the problem of how to bring about substantive equality, including economic equality. The paper then looks at how the new South African government eschewed the redistribution approach, and instead opted to implement systematic and sometimes extreme forms of affirmative action. The paper also points out that a good example of the affirmative action policies the new South African government put in place is the Black Economic Empowerment initiative (BEE), which was established with the Broad Based Black Economic Empowerment Act in 2004. The writer believes that this initiative is a good one from a human rights perspective. However, from a human resources point of view, the challenge of this situation must be that artificially speeding up the promotion of people who have been systematically denied good education for so long, creates a danger that under-qualified people will be in management positions. The paper concludes that the problem of providing adequate training for people who have for so long been excluded from management positions is likely the biggest current problem facing human resources managers, as South Africa continues to change towards becoming a normal society.
From the Paper
"However, despite such descriptions, this initiative does primarily aim to improve the economic lot of blacks - given that it is they who suffer most from inequality. It does this with measures such as legislation and regulation, which aim among other things to put more blacks in management. For example, there is the balanced scorecard, which assesses whether there is sufficient black ownership of companies, sufficient black senior management, sufficient black human resource development and employment equity, etc. These factors are imposed as codes on state bodies, public companies and foreign investment companies. How well companies do on the score card affects vital economic factors, such as whether they are awarded contracts (Alexander, 2004)."
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Labour Relations and Management, 2005.
A discussion regarding labour relations in Canada, focusing specifically on the cases of Navistar and Western Customer Management Inc.
1,350 words (approx. 5.4 pages), 3 sources, AU$ 69.95
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Abstract
This paper discusses two cases of labour relations and management issues in Canada, namely the Navistar case in Ontario and the Western Customer Management Inc. case in British Columbia. The paper briefly discusses the legal ramifications of the use of scabs and Ontario's decision in 1995 to lift the anti-scab legislation, which led to the injury of six Navistar employees during a strike.
From the Paper
"Why is Western management denying us access to free democratic vote? When it comes to union organization, it is illegal for employers to interfere and prohibit the creation of unions. In Canada, it is against the law for employers to use intimidation tactics and harassment in an effort to discourage employees from joining a union. Organizations are prohibited from discriminating and demoting workers based on their union membership. Under federal and provincial labour laws, employers are permitted to express their opinions so long as they do not commit illegal labour practices ("Your Rights", 2005, para. 4). "
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Labor Relations in the U.S. Military, 2005.
Examines the U.S. military's "Don't Ask, Don't Tell" policy toward homosexuals and how this leads to strained labor relations.
1,067 words (approx. 4.3 pages), 5 sources, MLA, AU$ 48.95
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Abstract
The military policy of "Don't Ask, Don't Tell" was developed to be a compromise between those who felt homosexuals should be allowed to serve in the military and those who wished them banned. However, due to multiple international conflicts, such as the war in Iraq, the Pentagon has issued a stop loss order for military personnel and the discharge of openly gay military members has, in many cases, been suspended, by simply ignoring claims of homosexuality or using the loophole that was devised to be able to retain members if needed. This paper examines the topic and shows that this hypocritical waffling is one of the military's biggest labor relations issues that needs to be addressed immediately.
From the Paper
"Although some gay servicemen have been discharged since the United States went to war in Iraq, cases such as Nguyen's and Hill's show that this is not always the case. Not only are military commanders not accepting simply a statement of homosexuality as proof, but also they are relying on the "for the good of the service" loophole to retain homosexual service members as well. As situations in other parts of the world intensify, such as Korea, Iran and Syria, and military troops are spread thinner, it is likely that the "Don't ask, don't tell" policy will continue to be overlooked and the built in loophole utilized more and more to retain all members of the service, no matter what their sexual orientation."
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Labor Relations and the Airlines, 2005.
A review on how terrorism and 9/11 have induced further tensions in labor relations in the airline industry.
675 words (approx. 2.7 pages), 2 sources, AU$ 34.95
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Abstract
This paper discusses labor relations in the airline industry, noting how deregulation changed the nature of those relations and caused the airlines to seek more ways of cutting costs. This paper further discusses how 9-11 added to the costs for the airlines who were then forced to reduce salaries and divest pension plans, creating new tensions that have not yet worked themselves out.
From the Paper
"Labor relations for some industries can be quite contentious, while for others accommodations are often made on both sides. The airline industry shows examples of both, and in general labor disputes in the industry show a pattern of change in recent years, with new forces at work and with many new concerns bringing in government action, including concerns about the effect of labor problems on safety in the light of potential terrorist acts. As von Nordenflycht and Kochan (2003) write, "even before the events of September 11, 2001, observers perceived strains in the industry's labor relations system, claiming that contracts were taking longer to negotiate, rank-and-file rejections of tentative agreements were more frequent, and job actions were on the rise."
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Minority Labor Relations, 2007.
This paper is a literature review about minority labor relations with employees and suppliers especially in the healthcare industry.
12,190 words (approx. 48.8 pages), 34 sources, APA, AU$ 305.95
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Abstract
This paper explains that companies can help protect themselves from unfair labor relations accusations by having a clear human resources policy in place and always acting in good faith with employees, distributors, customers and suppliers. The author points out that the greatest economic problem in regards to discrimination in healthcare is the concern as to whether high management at many healthcare organizations are actually aware that many of their employees are not treating people equally when it comes to treatment, hiring practices, promotions and other issues. The paper relates that discrimination often is very hard to prove because there are ways to disguise it and make it look like something else; therefore, individuals discriminated against based on their race often have no recourse.
From the Paper
"Strategy is a very important element in decision making, and an organization needs to know where it is going before it tries to go. Otherwise, it will often flounder because it had no specific vision for the future. Decision making is very closely tied to conflict, in that it is often groups that make the decisions for an organization. This is especially important for companies that are involved in fields such as technology, since this field is rapidly changing and decisions that could make or break a company are literally made on an almost daily basis."
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The National Labor Relations Board, 2001.
A look at unfair corporate labor practices and the role of The National Labor Relations Board (NLRB) to administer the appropriate laws.
3,233 words (approx. 12.9 pages), 9 sources, APA, AU$ 121.95
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Abstract
This paper relates to unfair labor practices that develop in corporations, contracts and professional athletic teams. The paper encompasses the National Labor Relations Board (NLRB) and why it disciplines and acts upon violating industries and associations. The composition examines five cases and one law review article. Through these cases, comparisons and dissimilarities between the disputing parties are investigated to demonstrate how the NLRB resolves these conflicts. In addition the cases are compared and contrasted to each other to explain how each individual case is unique in its unfair labor practice.
From the Paper
"The NLRB is acronym for the National Labor Relations Board. The NLRB was formed in 1935 under the Wagner Act and it guarantees non-supervisory employees the rights to self organize, choose their own assembly, and bargain collectively. The National Labor Relations Board is an independent administrative agency authorized by the Wagner Act of 1935 to oversee the laws, to investigate and hold hearings on unfair labor practice complaints, to issue cease and desist orders against employers discovered guilty of unfair practices, to determine the composition of appropriate negotiation units, and to oversee union certifications and decertification secret ballot election."
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The Labor Relations Process, 2006.
A discussion regarding the importance of the process of labor relations.
1,575 words (approx. 6.3 pages), 1 source, AU$ 80.95
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Abstract
This paper discusses the importance of the ratification of new contracts with union employees. It further discusses how the process should be accomplished in a timely manner with every party associated with the contract included in the negotiation process. The paper further stipulate that when management and labor do not agree to the full scope of the contract third party negotiators may be needed. Third parties selected must be capable of remaining neutral and listening to both sides of the argument in relation to the contract.
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Labor Relations and Collective Bargaining, 2007.
This paper looks at the issue of collective bargaining and at labor organizations.
1,356 words (approx. 5.4 pages), 4 sources, MLA, AU$ 59.95
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Abstract
In this article, the writer explains that collective bargaining is a process by which wages, hours, rules and working conditions are negotiated and agreed upon by a labor union with an employer for all the employees collectively, which it represents. The writer discusses the matter of labor relations and collective bargaining. The writer notes that starting out as benevolent associations, which were ineffective in negotiating their work conditions with employers, labor organizations were empowered only after the passage of the Wagner Act in 1935. The writer concludes that, today, human relations officers and other experts know that unions are basic in certain industries and they must do their part in the negotiation table. Additionally, the writer concludes that company negotiating teams realize the value of developing a sincere, open and trusting relationship with the union representative, of keeping its word or commitment, of listening to the other side's concerns with sincerity and showing respect towards union representatives and employees in their dealings.
From the Paper
"During unstable times in the 1800s, there was a clamor for the benevolent function of labor organizations as services and as a mechanism to keep the unions strong and stable. Benevolent associations evolved into effective bargaining agents, which mostly formed around a craft, like cigar making and carpentry. These associations generally administered or organized their own funds. Their services were important in gathering membership in labor organizations, which later became unions. Before the Wagner Act of 1935, organized labor was not too successful in bargaining for higher wages and fewer hours of work, as employers then had the upper hand in dealing with unions. Employers were not obliged to recognize unions or to bargain with them. Labor organizations of the 19th and 20th centuries confront membership problems precisely because of their lack of effectiveness as bargaining agents. Workers did not see it worthwhile to become members and pay union dues. Some even feared losing their jobs when jobs were scarce. It was the mutual-type of benefits, which kept members in a union. The death and pension benefits it offered strongly enticed membership despite its ineffectiveness in negotiating higher wages and fewer hours. Many of these associations became unions, which began to discuss wages, hours and the workplace within their structure."
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Australian Labor Relations, 2002.
An examination of the relationships between management and labor forces in corporate Australia.
1,570 words (approx. 6.3 pages), 8 sources, MLA, AU$ 66.95
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Abstract
This paper discusses the industrial relations and labor negotiations within the corporate structure of Australian companies. It examines the history of union density amongst the Australian laboring population, focusing on its decline in recent years. The writer shows how this decline and a corresponding increase in individual responsibility for negotiation has been reinforced by a retreated role of state involvement and resulted in a more independent, innovative, and less adversarial Australian work force.
From the Paper
"According to a recent article on ?Future Directions for Industrial Relations,? the political thinker Richard Marles criticized what he saw as a shift in Australian labor relations from one which had taken into consideration the unique needs of the worker in contrast to corporate interests, to a more privatized approach to industry where worker?s needs and corporate needs were assumed to be the same. (Marles Online Opinion) He states this is contrary to the overall positive trend in Australian labor policies. Marles traces the history of conflicts between labor and the emerging capital all the way back to the 1890?s. This conflict, he states, in the industrial markets was only resolved in 1904, through the introduction of the Conciliation and Arbitration Court. This ultimately became the Australian Industrial Relations Commission. The Commission?s stated aim was to allow the inherent differing interests of capital and labor in the Australian economy to be resolved through a debate rather than letting the vagaries of the workplace determine how the cost of human toil was bought and sold. (Marles Online Opinion; ?Trade Unionism? The World Book Encyclopedia Online)"
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Labor Management Relations, 2008.
A discussion on the methods of improving productivity and relationships between labor unions, employer and employee.
2,038 words (approx. 8.2 pages), 11 sources, APA, AU$ 83.95
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Abstract
The paper presents an in-depth narrative on the importance of efficient labor cost management and highlights the effects that labor unions have on a business organization. In particular, the paper discusses the fact that unions and lean production programs are there to ensure correct planning of the methods employed to increase efficiency and productivity. The paper also relates that, if these factors are implemented, employers can introduce ideal levels of communication and receive co-operation and assistance from employees.
Outline:
Introduction
Common goals
Common challenges
Common realities
Strategic options and approaches
Conclusions
From the Paper
"Sound directives from management lead to responsiveness to company culture and inspire loyalty to the company. When workers feel secure, properly represented and involved in the company, the desire for collective action is not as significant (Dong-One and Voos, 1997). Sound leadership and motivation is able to guide the members of the organization towards the accomplishment of the major goal which is profits, efficiency and effectivity of the company.
"To achieve these, one has to be able to manage labor relations well. So, if workers turn to union organization as a means of communication and solving their concerns, considering the decline in unionization by workers, it may very well mean indeed that leadership and motivation strategies that are being implemented is not effective or enough to develop optimum labor relations."
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Labour's Labor, 2006.
A review of an article discussing the impact and damage of WWII on the British economy.
675 words (approx. 2.7 pages), 1 source, AU$ 34.95
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Abstract
This paper discusses how following World War II, the British economy, its social structures, and its infrastructure, were all considerably damaged by the years of war over the European continent. Unions, as Dorfman points out, entered the post-World War II era as one of the nation's policy focal points in what would otherwise have been a political vacuum (par.1). It further discusses how in the decades following the war, Unions provided the citizenry, in the form of workers, with adequate representation within the structures of government and ensured that many policies and programs were enacted that would ensure not only work related rights and assurance but also social programs. The Unions within Britain for three decades held considerable sway over policy decisions as well as policy formulation.
From the Paper
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NAFTA and Industrial Relations, 2002.
An overview of the impact that Canadian NAFTA has had on its business and labor relations.
3,400 words (approx. 13.6 pages), 17 sources, AU$ 161.95
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Abstract
This paper examines the impacts of a decade of free trade on Canadian industrial relations. Over the past decade, employment instability and underemployment have weakened the trade union movement. Alternately, employers have gained new flexibility and increasingly used the threat of moving production globally to undermine labour demands.
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Collective Bargaining, 2004.
This paper discusses collective bargaining in labor relations based on Chapters 5 to 8 in ?Labor Relations? by Arthur A. Sloane and Fred Witney.
1,435 words (approx. 5.7 pages), 0 sources, AU$ 61.95
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Abstract
This paper explains that, in an effective relationship of labor relations and management, the entities representing labor and management must not view one another simply as adversaries, but as potentially complementary parties in the pursuit of a common goal of agreement. The author points out that there are simultaneous but conflicting goals. The labor organization wishes to gain the best possible settlement for its workers, and management wishes to maximize profitability and cut costs. The paper contends that the multiplicity of interests is one reason that independent arbitration can be so valuable in helping the interested parties gain patience and willingness to make concessions in the face of seemingly insurmountable differences and obstacles.
From the Paper
"An overview of some of the potential areas of conflict between an individual employee, employees as a collective, and the corporate entity as a whole belay such an easy resolution. Although quality and cost control may ultimately be the most important things to the consumers of products that create the need of manufacturing and thus generate jobs, this does not meant that every individual employee will be willing to sacrifice his or her vacation time or flexible pay, simply to increase corporate profits and maintain his or her job security. The individual decisions of workers thus come under the labor union?s role of advocacy, even if in theory they may go against the collective of managerial desires."
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