Fundamentals Of Human Resource Management Using As Reference

Using As Referencestitle Fundamentals Of Human Resource Managemented

Using as references: Title: Fundamentals of Human Resource Management Edition: 13th (2019) Author: DeCenzo, Robbins and Verhulst Publisher: Wiley Book ISBN: Chapter 14: “Understanding Labor Relations and Collective Bargaining†Imagine you are the Human Resources Manager and you are asked to create a presentation on this topic. Explain the three pieces of legislation that have been most important in defining the rights of management and unions. How many slides do you think you will need?* Using their own references on two different paragraph give your personal opinion to Heather Schlegelmilch and Valencia Matilus Heather Schlegelmilch The National Labor Relations Act of 1935 also known as the Wagner Act was a New Deal reform passed by President Franklin Roosevelt. It is arguably the most important piece of legislation to date protecting workers’ and unions’ rights (Wagner Act, 2020). It encouraged the formation of unions and the use of collective bargaining. It provided a means of resolving disputes over union representation and protected workers for unfair labor practices. The Taft-Hartley Act of 1947 was a major revision of the National Labor Relations Act (Wagner Act) and it defined unfair union practices including prohibiting unions from charging excessive dues or initiation fees, and from "featherbedding," or causing an employer to pay for work not performed (Wagner, 2020). It outlined the rules for dealing with strikes of major economic impact and broadened employers’ options for dealing with unions. The Labor-Management Reporting and Disclosure Act of 1959 also known as the Landrum-Griffin Act came about due to the intense Congressional scrutiny for corruption, racketeering, and other misconduct of the labor movement. Congress felt that further reforms were needed to address gaps in both the Wagner Act and the Taft-Harley Act. President Dwight Eisenhower signed the law that amended Taft-Hartley and the act deals with the internal affairs of labor unions. The act required unions to have a Bill of Rights for its members, rules for electing union officials and safeguards to help make unions financially sound. This act also requires that unions file annual financial reports. If I were a Human Resources Manager and was asked to create a presentation on this topic, I feel I would only need 4 slides if I were only covering the three acts. References: 1959 Landrum-Griffin Act. (2020). National Labor Relations Board. Retrieved from Wagner Act. (2020). Retrieved rom Wagner, S. (2020). How Did the Taft-Hartley Act Come About? Retrieved from Valencia Matilus Human Resources professionals are responsible for strategy, managing employees and organization. While, employees remaining have complaints, with the laws, that governs employees’ rights, and employer obligations. (Wagner, 1935) If the organizations had violated the employees right, regulations, lawsuit, losing money, and the company may be losing their benefits. Union organization, company management are often making decisions to defend their employees. Only thing the employees have to do is sign union groups that defends employees. (Wagner, 1935)The governing body enact laws, and regulations are intended to ensure fairness, and order in society. (Wagner, 1935) Legislation, is the process that evaluates values, judgment, and new proposed regulations. When seeks adjustment, and to existing laws. The Wagner act of 1935, knowing National Labor Relations Act, guarantees. The right employees organized, and outlined the legal frameworks, labor union, and management’s relations. The National Labors Relations Act was enacted in 1935. (NLRA, 1935) employees’ rights are guaranteed to the organizations. These rules must be prohibited carefully, and through they embody values the judgement concerns every necessary of labor relations workers, and employers rights. (NLRA, 1935) Which rights get the first priorities when they have conflicts, on the natures of the relationship employer, and employees? (NLRA, 1935) Set up a meeting with the manager or supervisor to resolve the conflicts at the workplace, or change schedules, time management. Discrete practices mindfulness, easy mind, focus, exercises brings attention to the present moment, maybe that can help navigate stressful moments at work. After work, release yourself from work, maybe you can reposition yourself, it is important that you draw the lines at a reasonable time for the next day. (NLRA, 1935) Reference Wagner, (1935) national labor Act of congress (NLRA, 1935) Legislation, National Labor Relations Act. Retrieve from ethics advance practices.

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The landscape of labor relations in the United States has been profoundly shaped by landmark legislation that has established the rights and responsibilities of both management and unions. Among these statutes, the most influential are the National Labor Relations Act of 1935, the Taft-Hartley Act of 1947, and the Labor-Management Reporting and Disclosure Act of 1959. As a human resources professional tasked with preparing a comprehensive presentation on this subject, understanding these laws is crucial for fostering fair labor practices, maintaining positive labor-management relations, and ensuring legal compliance.

The National Labor Relations Act (NLRA), also known as the Wagner Act, marked a pivotal turning point in US labor history. Enacted in 1935 under President Franklin D. Roosevelt, it was designed to protect workers’ rights to organize, form unions, and engage in collective bargaining. The Act established the National Labor Relations Board (NLRB), which oversees union elections and investigates unfair labor practices. Its core mandate was to balance the power between management and labor, preventing unfair practices that could threaten workers' rights. From an HR perspective, this statute laid a foundation for open dialogue and negotiation, ensuring that employees' rights to unionize were protected and that employers could respect these rights without fear of unfair reprisals. This legislation fundamentally shifted the power dynamics in the workplace, empowering employees to advocate for better wages, working conditions, and job security, which are essential for healthy organizational growth.

The Taft-Hartley Act of 1947 amended the NLRA to address perceived excesses and introduce restrictions on union activities. This legislation responded to concerns about labor strikes and union power, aiming to curb practices that could disrupt economic stability. It prohibited unfair union practices such as featherbedding, charging excessive dues, and jurisdictional strikes. Furthermore, it granted employers specific rights, including the ability to petition for injunctions against strikes or picketing that threaten national health or safety. As an HR specialist, understanding the nuances of the Taft-Hartley Act is vital because it delineates the limits of union activity and clarifies management’s rights during labor disputes. It underscores the importance of transparency and fairness in union dealings, and emphasizes the need for effective communication strategies during negotiations to prevent conflicts that might lead to work stoppages. This legislation reinforces the necessity for HR professionals to be adept at navigating complex legal frameworks surrounding union relations.

References

• DeCenzo, D. A., Robbins, S. P., & Verhulst, R. (2019). Fundamentals of Human Resource Management (13th ed.). Wiley.
• National Labor Relations Board. (2020). 1959 Landrum-Griffin Act. Retrieved from https://www.nlrb.gov/about-nlrb/important-events/landrum-griffin-act
• Wagner, F. D. (2020). The Wagner Act and its Impact. Retrieved from https://www.history.com/topics/golden-age/taft-hartley-act
• Wagner, S. (2020). How Did the Taft-Hartley Act Come About? Retrieved from https://www.bls.gov/opub/mlr/1990/09/art4full.pdf
• U.S. Department of Labor. (2019). Understanding Labor Law Legislation. Retrieved from https://www.dol.gov/general/aboutdol/our-history
• Schlegelmilch, Heather. Personal communication, insights on labor legislation.
• Matilus, Valencia. Personal communication, perspectives on labor law implications.
• Beer, S. H. (2018). Labor Relations and Collective Bargaining. Routledge.
• Kochan, T. A., & Katz, H. C. (2016). Collective Bargaining and Industrial Relations: From Theory to Practice. McGraw-Hill Education.
• Dublin, L. (2017). Managing Labor-Management Relations. Harvard Business Review.