HMR Legal Environment

 

Describe a real-world example of how the NLRA guides the activities of unions and employers.
What is the role of the National Labor Relations Board (NLRB), and how would someone file a claim with the NLRB?
(3) HMR Legal Environment 750 words Today, Green Branch Coffee’s employees began the process of forming a union. The Director of Human Resources wants you to discuss a few important facts about unions so that the coffee shop managers are equipped with detailed information. In a Word document of at least 750 words, answer the following questions:

What is the process that employees will use to unionize?
How can collective bargaining deliver improvements for workers in the organization?
What does a union have to consider regarding a state’s right-to-work laws?

Sample Solution

HMR Legal Environment

The road to unionization is a process that requires time, energy, participation and dedication. But it is all worth it when you gain the support of a union that can advocate for you and your coworkers through collective bargaining. Essentially, there are five key steps on the path to unionization, each with its own set of tasks to move the process forward: build support for unionization; host a union drive confirming majority support for unionization; hold an election for unionization; obtain certification from the National Labor Relations Board (NLRB), if needed; and enter into contract negotiations with the employer. The power of collective bargaining is invaluable to all workers, no matter the industry, size of the workforce or the level of job satisfaction. More workers in traditionally nonunion industries are realizing this and taking unionizing first steps.

eamwork Teamwork plays an essential role within both Fiedler’s Contingency Theory and Chelladurai’s Multi-dimensional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007). Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019) Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007). Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019) A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the roles are summarised in Figure 3. The roles cover a wide spectrum of skills that need to be present within a group to ensure success, and becomes essential when tasks are lengthy and complex. Organisations can find the Belbin roles each individual fits through a questionnaire, and thus balanced groups can be formed covering all the roles. However, like with Fiedler’s contingency model, the theory when translated to practice can often become very impractical for organisations to implement regularly. This is largely because the organisation is constrained by the personalities of their employees, their may be an abundance of one personality type and an absence of another, the only solution is to hire externally to fill the missing roles within teams. This can result in an extensive payroll for an organisation and huge financial implications as they cannot legally dismiss employee’s if they have too many of one personality type. The importance of Belbin roles in a team became apparent for Group 1 o

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