Week 10: Employee Relations, Diversity and Unions

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Week 10 Employee Relations, Diversity and Unions

• BUSI 4320
• Dr. Dianne Ford

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This Weeks Class

• Managing Employee Relations
• Diversity Management
• Reminder In-class debates in two weeks!

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Employee Relations

• Defn the health of the relationship between the
  Er and Ee.
• Involves communication, commitment, trust,
  honesty
• Why do we care?
• Improve performance
• Ensure implementation of organizational
  strategies
• Reduce employment costs
• Help Ees grow and develop

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Employee Relations

• Some stats
• 30 believe jobs offer little opportunity to use
  skills
• 40 believe management take minimal effort to
  obtain Ee opinions
• 40 of Ees believe they have valuable knowledge
  not being utilized by the organization (Fraser et
  al., 2000)
• 40 of Ees believe their knowledge is being
  utilized fully (Fraser et al., 2000)

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Employee Relations

• Factors associated with commitment (Schwind)
• Trust in senior leadership
• Chance to use skills on job
• Job security
• Competitiveness of rewards
• Quality of organizations products and services
• Absence of work-related stress
• Honesty and integrity of Ers business conduct
• Factors also associated with commitment (OB)
• Perceived organizational support
• Psychological contracts
• Job satisfaction
• Trust
• Leadership (i.e., transformational leadership)

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Employee Relations

• Five key dimensions of Employee Relations
• Effective Ee communication
• Ee counselling
• Ee discipline
• Ee rights
• Ee involvement

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Employee Relations

• Effective Employee Communication
• Works via information justice, goal-setting and
  job satisfaction
• Downward communication systems Email, meetings,
  in-house publications, booklets, bulletins,
  pre-recorded messages, Intranet
• Upward communication systems grapevine,
  management by walking around (MBWA), electronic
  communication, in-house complaint procedures,
  meetings, suggestion system, Ee attitude and
  opinion surveys

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Employee Relations

• Employee counselling
• Purpose is to aid Ee cope or resolve an issue to
  increase effectiveness (also works via POS)
• Functions advice, reassurance, communication,
  release of emotional tension, clarified thinking,
  reorientation
• EFAP assist Ee with personal problems (marital,
  stress or substance abuse)

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Employee Relations

• Employee Discipline
• Preventative discipline
• Corrective discipline (disciplinary action)
• Restrictions Law cant discipline for union
  activities Due process Hot-stove rule
• Progressive discipline
• Positive discipline
• Dismissal
• Wrongful dismissal (without cause)
• Determining just cause (incompetent performance,
  Ee misconduct, Business or economic reasons)
• Burden of proof on Er (37 found in favor of
  Er.)
• Constructive dismissal
• Reasonable notice or compensation

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Employee Relations

• 4. Employee Rights
• Right to privacy
• Privacy legislation
• Surveillance issues
• Right to fair treatment
• Discrimination
• Duty to accommodate
• New considerations e.g., pollution-free work
  environment, noise reduction
• Rights in business closings and workplace
  restructuring
• Advanced notice, outplacement services

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Employee Relations

• 5. Employee Involvement
• Purpose is to increase commitment, job
  satisfaction and productivity
• Ee involvement interventions SDWT
• High involvement work practices
• Focus on employment security
• Selective hiring
• Self-managed teams, decentralization of
  accountability and responsibility
• Rel. high compensation contingent on orgl perf.
• Extensive training
• Reduced status differentials
• Information sharing with Ees.
• Employee self-service productivity applications,
  strategic appns

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Employee Relations

• Other key issues
• Job security, downsizing and Ee retention
• No-Layoff Policies
• Organizational Downsizing
• Retaining Top Performers
• Develop planned approach benefits, needs, L-T
  focus, high-up support
• Become Er of choice
• Orgnl vision and values communicate and
  consistent
• Reward managers and supervisors for keeping good
  people
• Use exit interviews to find out why people are
  leaving.
• Telecommuting

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Diversity Management

• As discussed in Organizational Behaviour,
  diversity in teams is associated with better
  creativity, higher performance, but is also
  associated with higher interpersonal conflict and
  lower team cohesiveness.
• Diversity within organizations have similar
  issues, but also additional considerations.

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Diversity Management

• Defn Recognition that an organization is a
  mosaic where Ees with varying beliefs, cultures,
  values and behaviour patterns come together to
  create a whole organization and where these
  differences are acknowledged and accepted.
• Assumes effective management of the diversity can
  add value to the organization
• Diversity includes all types of differences, and
  not simply obvious ones such as sex, race, etc.
• Perceptions of self and others, behaviours and
  interpretations of events.
• Organization culture and working environments are
  key items to focus on in managing diversity.
  (Schwind et al., 2005, p. 513)

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Diversity Management
Core dimensions of diversity exert considerable
impact on our early socialization and throughout
our lives - Age, sex, race, religion,
ethnicity culture, sexual orientation, mental
physical capabilities Secondary dimensions
also play important roles re values,
expectations, behaviours, and experiences.
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Diversity Management

• Some key terms
• Old boys network
• Glass ceiling
• Stereotyping

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Diversity Management

• Strategic Importance
• Changing workforce
• Importance of human capital
• Diversity as a competitive advantage
• Paradigm shift
• Fundamental change in a paradigm (the way we
  think about things or do things)
• Traditional diversity is a cost, key to success
  is standardization, masculine values, melting
  pot
• New key to success is individuals
  contributions, diversity is an asset, feminine
  values also relevant and important, modify
  culture to Ees.
• Increasing role of work teams

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Diversity Management

• Steps in diversity management
• Identify the ideal future state
• Analyze present systems and procedures
• Change systems, policies, and structures
• Senior management commitment
• Diversity Committee entrusted to oversee
  diversity efforts, implement processes and serve
  as a communication link
• Education and retraining
• Wide communication of changes
• Evaluate results and follow-up
• Diversity audit uncover underlying dimensions,
  causes, interdependencies, and progress-to-date
  on diversity management matters.

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Diversity Management

• Current Industry Practices
• Diversity Training Programs
• Awareness training
• Creates awareness or understanding about the need
  for diversity, understanding differences, and
  embracing differences
• Stereotyping and cross-cultural insensitivity
  awareness
• Improves communication, alters behaviours,
  improves perceptions on differences and others
  behaviours
• Skill-building training
• Trains Ees to correctly respond to cultural
  differences at work
• Language skills Communication skills including
  active listening

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Unions

• Defn An organization with the legal authority
  to represent workers, negotiate the terms and
  conditions of employment with the employer, and
  administer the collective agreement (Schwind et
  al, 2005, p. 588).
• Collective agreement A contract negotiated
  between union and employer, outlining terms and
  conditions of employment (Schwind et al., 2005,
  p. 588).

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Unions

• Causes of unions
• Union push explanation pushed due to Er
  treatment, peer pressure, forced to join union
  due to collective agreement.
• Union pull explanation pulled into union due to
  benefits (higher wages, job security, grievance
  representation)
• Key factors job dissatisfaction, individual
  attitudes towards unions in general, perceived
  union instrumentality

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Unions

• Union goals and philosophies
• Business unionism a union must deliver a needed
  service to its members in a businesslike manner
  to survive (Schwind et al., 2005)
• E.G., increased pay, better working conditions,
  helping workers in general
• Social (Reform) unionism a union tries to
  influence the economic and social policies of all
  governments (Schwind et al., 2005).
• HR departments can reduce likelihood of unions
  occurring benefits, training, safety, ensuring
  organizational justice (pay equity, interpersonal
  justice re PA). Prevent Job Dissatisfaction!!!

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Unions
Structure of a Typical Local Union (Schwind, et
al., 2005, p. 592)

• Union Structure and Functions
• Local Unions
• The basic unit of union organization, formed in
  a particular plant or locality (Schwind, et al.,
  2005, p.592).
• Most impact for union members
• Craft union limited membership to those with a
  particular skill or craft, or working in a
  closely related trade.
• Industrial union represents the skilled and
  unskilled workers in an industry (e.g.,
  production, maintenance, and related workers
  Schwind et al., 2005).

President
Secretary-Treasurer
Business Agent
Bargaining Committee
Grievance Committee
Steward
Steward
Steward
Steward
Steward
Union members
Union members
Union members
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Unions

• Union Structure and Functions
• National and International Unions
• National HQ in Canada International HQ in US
  typically.
• Help and organize local unions
• Social objectives
• Maintain staff negotiators, grievance handling,
  expert advice.

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Unions

• Union Structure and Functions
• Canadian Labour Congress
• One of many labour federations in Canada
  largest one.
• 2.5 million members
• Represents many unions in Canada
• Formed in 1956 by the merger of the Trades and
  Labour Congress of Canada and the Canadian
  Congress of Labour.
• 5 Functions represents Canada at the
  International Labour Organization, influences
  public policy at federal level, enforces code of
  ethics, provides services for member unions,
  resolves jurisdictional disputes among its member
  unions.
• Secession
• Separating ties with international unions to
  maintain better representation for Canadian union
  members (e.g., 1985 - CAW severed ties with
  United Auto Workers)

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Unions

• Impact of Union Representation
• Strikes
• Strikes as mistakes/misjudgment
• Strikes as collective voice
• Wages and Benefits
• Unions and Productivity

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Unions

• Legal
• Canadian Labour Legislation
• Right to join a union
• Good faith bargaining
• No strikes or lockouts during the life of a
  collective agreement
• Prohibition of unfair labour practices
• Conciliation
• Labour Relations Boards (LRB)
• Investigate violations of the law and can
  determine
• Is a person an Ee
• If an Ee is a member of a trade union
• If an orgn is an approp. Bargaining agent for
  bargaining purposes
• If a collective agreement is in force
• If any given party is bound by it.
• Unfair Labour Practices

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Unions

• The Collective Bargaining Process

Union Organizing
Negotiating a Collective Agreement
Administering the Collective Agreement
Signs of Organizing Activity
Preparing for Negotiations
Grievance Procedures
Unfair Labour Practices
Negotiating with the Union
Arbitration
Obtaining Bargaining Rights
Mutual Gains Bargaining
ContractProvisions
Approving the Proposed Agreement
PastPractices
The role of public support is important in
negotiations!
Conciliation and Mediation
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Unions

• Decertification process
• Employees who work in a unionized environment may
  choose to deunionize.
• Decertification Application Form completed and
  sent to Labour Relations Board along with names
  of employees in support of decertification.
• If gt 40 of employees of the workplace are
  listed, then a referendum is held
  redecertification.
• If majority rules in favour of decertification,
  then the organization is deunionized.
• BUT if LRB decides there was any persuasion
  used by Er in the process, then the application
  is null and void.
• Information re decertification should be posted
  in a conspicuous location in the organization so
  Ees are informed of this process.

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Unions

• Public Sector Bargaining
• Public Service Staff Relations Act (PSSRA)
• 1967
• Gave public servants the union rights (e.g.,
  bargain for wages, hours, working conditions and
  the right to strike).
• Difference is in the method of conflict
  resolution
• Before notice of bargaining, decide re
  conciliation-strike procedure or
  binding-arbitration procedure in case of deadlock
  
• And essential services designation

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HR Unions

• Non-Union facilities
• Motivated to prevent unionism.
• Some techniques
• Job design
• Max. career opportunities and min. layoffs (job
  security)
• Select well-qualified workers
• Objective and fair PA
• Training
• Allow Ee voice
• Compensation and benefits parallel to unionized
  organizations (or be better)

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Unions

• Union facilities
• Add IR specialist
• More centralized paperwork
• Unilateral decisions mitigated
• Labour-Management Cooperation
• Obstacles political, distrust
• Support Time, history, wishes of Ees
• Benefits of L-M Cooperation Higher
  organizational commitment and higher union
  commitment when there is a positive relationship
  between L-M

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Next Week

• In-Class Debates!
• 2pg summary to be emailed to me before class
  starts!
• Peer Evaluations Due at the end of class
• Student Teacher Evaluations will be done at the
  start of the class.
• Im hoping to have tests returned that class too,
  but no promised made.