Create A Sample Resume And Cover Letter Based On CSU Guideli

Create a sample resume and cover letter based on CSU guidelines, and address wage concerns and benefits negotiation

Your Name Street Address City, State Zip Code Phone Number Email Address

Your Name Street Address City, State Zip Code Phone Number Email Address

Your Name Street Address City, State Zip Code Phone Number Email Address

Careers Objective: Write one to two concise statements focusing on the position you are seeking, the skills you want to utilize, and/or the tasks in which you want to become involved.

Key Skills: Adaptive Skills, Relevant to the position, Productivity Focused, Transferable Skills, Applied to various jobs, Job-Related Skills, Job-specific

Education: Columbia Southern University, Orange Beach, AL. Bachelor of Science in Organizational Leadership. Anticipated Graduation: May 2015. GPA: 3.75/4.00

Professional Experience: Employer 1, City, State. Date Range. Job Title. List duties/experiences using action verbs, focusing on accomplishments and skills. Employer 2, City, State. Date Range. Job Title. Similar focus as above.

Volunteer Experience: Name of Organization, City, State. Date Range. Role or Function. Highlight level of involvement with action verbs.

Relevant Training/Certifications: List industry-specific training and certifications with dates obtained.

Professional Affiliations: Include memberships in civic or professional organizations.

Cover Letter Structure: Begin with your contact info, date, and employer's info. Address the letter to a specific person if possible. The introductory paragraph should state your purpose for writing, the position you are applying for, and where you learned about it. The body should serve as a sales pitch, explaining why you're suitable for the position, matching your skills and knowledge to the job requirements, and demonstrating knowledge of the company's needs. The closing paragraph should request an interview, outline follow-up, and thank the employer for their time. Keep the entire letter single-spaced, left-justified, with one space between paragraphs.

Part One: Create a sample resume and cover letter based on CSU guidelines. Address questions about wage concerns that management and employee representatives bring to negotiations, and why workers negotiate wage guarantees and supplemental unemployment benefits.

Part Two: Discuss five groups of employee benefits that are mandatory issues in negotiations, providing an example of each. Also, define job analysis and explain two key outcomes of conducting a job analysis, emphasizing their importance during negotiations. Your response should be approximately 200 words per question and include citations in APA style.

Paper For Above instruction

The intricacies of wage negotiations and employee benefits are central elements of labor relations, impacting both organizational success and worker well-being. This paper explores the common wage concerns during negotiations, the rationale for wage guarantees and supplemental unemployment benefits, and the critical aspects of employee benefits and job analysis in fostering effective collective bargaining.

Wage Concerns in Negotiations

Management and employee representatives often present divergent views on wages during negotiations. Employers tend to focus on affordability and maintaining profitability, emphasizing the organization's financial health as a basis for wage offers. Conversely, employees seek fair compensation that reflects their skills, effort, and the cost of living. As Carrell and Heavrin (2013) note, wages are not just a compensation matter but also a reflection of perceived organizational justice. Common issues include wage increases, wage structures, and wage parity among employees. Management may argue for restrained increases to preserve competitiveness, while workers demand equitable wages to sustain their livelihood and motivation. These differing perspectives are often mediated through bargaining processes aimed at balancing organizational sustainability with employee satisfaction (Kaufman, 2016).

Workers also pursue negotiation of guarantees such as wage employment guarantees to provide income stability in volatile economic climates. By securing fixed wages or raises contingent on specific conditions, employees aim to shield themselves from arbitrary or unfair reductions. Supplemental unemployment benefits are similarly negotiated to cushion periods of job loss, assisting workers in maintaining financial stability during layoffs or economic downturns (Bamberger, 2015). Such benefits serve as both security measures and bargaining chips in negotiations, reflecting workers' desire for income security amid uncertainties.

Mandatory Employee Benefits in Negotiations

Certain employee benefits mandated by law are considered non-negotiable; however, some benefits, although legally required, become central issues in negotiations. According to Carrell and Heavrin (2013), five primary categories include social security, unemployment insurance, workers’ compensation, health insurance, and retirement plans.

Social security provides retirement income and survivor benefits, with an example being the federal Old-Age, Survivors, and Disability Insurance (OASDI). Unemployment insurance offers temporary income following job loss, exemplified by state-funded unemployment compensation programs. Workers’ compensation delivers medical benefits and wage replacement for work-related injuries or illnesses, such as insurance coverage mandated under state laws. Health insurance benefits are often negotiated for better coverage, premiums, or provider networks. Retirement plans, including 401(k)s, serve as long-term savings options for employees, and these are sometimes subject to negotiation concerning employer contributions and vesting schedules (Kochan & Katz, 2016).

Despite their legal mandatory status, these benefits often involve negotiation over specific features, coverage levels, and employer contributions, especially when it comes to supplementary benefits or enhancements beyond statutory requirements.

Financial Viability and Job Analysis

The ability of an organization to meet its financial obligations to employees is a critical consideration during labor negotiations. Management must ensure it possesses adequate financial resources, which involves thorough analysis of organizational financial statements and forecasts. Equally important is assessing the "worth" or strategic value of each job, which influences wage levels and bargaining power. Conducting a job analysis provides a systematic process to gather detailed information about job duties, responsibilities, and necessary skills (Katz & Kahn, 2017).

Job analysis yields two essential outcomes: the creation of accurate job descriptions and the determination of job specifications. Job descriptions document role responsibilities, scope, and performance standards, serving as a foundation for fair wage setting and performance evaluation. Job specifications identify the required skills, qualifications, and experience, which assist in establishing appropriate compensation levels aligned with job value (Brannick et al., 2015).

These outcomes support equitable wage negotiations by providing objective data on job requirements and relative worth, ensuring that compensation reflects the complexity and importance of each task. They help prevent arbitrary wage setting and foster transparency, fostering trust between management and employees (Mathis & Jackson, 2011).

Conclusion

In conclusion, wage negotiations and employee benefits are complex, multifaceted processes influenced by organizational financial health, legal requirements, and perceived job worth. Effective labor negotiations depend on clear understanding and systematic analysis of these elements, facilitated through comprehensive job analysis and transparent discussions on wages and benefits. By aligning organizational capabilities with employee needs, both parties can reach mutually beneficial agreements, promoting organizational stability and worker satisfaction.

References

• Bamberger, P. (2015). Employee benefits and collective bargaining: Strategies for securing security. Journal of Labor and Society, 18(2), 167–180.
• Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2015). Job analysis: Methods, research, and applications. Sage Publications.
• Katz, D., & Kahn, R. L. (2017). The social psychology of organizations. Wiley.
• Kaufman, B. E. (2016). The history of employee participation and collective bargaining. Greener Publishing.
• Kochan, T. A., & Katz, H. C. (2016). Collective bargaining and labor relations. McGraw-Hill Education.
• Mathis, R. L., & Jackson, J. H. (2011). Human resource management. South-Western Cengage Learning.
• Carrell, M. R., & Heavrin, C. (2013). Labor relations and collective bargaining: Private and public sectors (10th ed.). Prentice Hall.