Essay Paper on Union Organizing
by Amy Moss
In any situation that involves the possibility of a union, top management needs to address the problems from the inside and to never have preconceived opinions. To starts a union-free campaign from the grounds of considering that the union drivers are just trouble makers, is one of the greatest ways to failure. In order to establish a union-free company, top management needs to start by undergoing a full employee audit. This is the only possibility to identify and address correctly the employee related problems (Spognardi, 1997). After the audit is performed, and if this audit reveals that some of the employees that are involved in the union movement are “trouble makers”, than this can be presented to the other employees with no fear of being seen as preconceived opinions. These preconceived opinions are some of the triggers that create a decree of credibility for the managers. Credibility is created by constant two way communication with the employees. This communication must related not only to the job specifics or conditions on employment but also to the over state of the company and the industry.
Another mistake done by the management is that they are not presenting to the employees an effective plan and/or strategy to solve employee issues. This plan should be developed and implemented with the help of the employees. If this plan exists and it is implemented correctly, the need for a union (in the minds of the employees) is reduced.
The company also can adopt a union free declaration that can be included in the employee handbook. However, this declaration needs to be in accordance with the NLRB ruling for LaQuinta Motor Inns, Inc., 293 NLRB 57 (1989) which states that such declarations are forbidden in the employee handbook if the employees are not clearly informed that union activities are not forbidden and no penalties will be brought to them (NLRB, 1989). In these conditions, such declarations need to be structured carefully and reviewed by a legal counsel.
Matheson Fast Freight, Inc., (1989). 297 NLRB 63(1989); Heck’s Inc., 293 NLRB 1111
Spognardi, M.A. (1997). “Conducting a Human Resources Audit: A Primer,” 23 Empl. Rel. L.J. 105
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