Copy of Chapter 9 Employee Rights and Labor Relations

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by Carol Wilson0 views·Updated Oct 18, 2020
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  1. good day.
  2. I'm Carol Wilson, and I'm here to present our overview
  3. of Chapter nine employee rights and labor relations.
  4. Oh e.
  5. At the conclusion of this chapter, we will be able
  6. to identify the commonly accepted individual rights in the workplace,
  7. identify the rights that management has in modern organizations.
  8. Briefly describe the coaching, counseling and progressive discipline processes on
  9. how they're used.
  10. Identify the factors that positive leadership takes into account to
  11. be successful.
  12. Briefly discuss the stages of the change process and how
  13. we can overcome our own and others resistance to change.
  14. Discuss the process of providing corrective feedback and identify the
  15. problems created by social media in the workplace.
  16. A ZX.
  17. We make connections between the key terms and strategies and
  18. applications to the work place.
  19. We'll be looking at some of the law now before
  20. organizations can develop AW effective high performance teams and discipline
  21. and train employees.
  22. H Human Resource is to misunderstand both employees and management
  23. rights. This is so they will not violate the rights
  24. or develop or disappoint employees unethically or illegally.
  25. Trust is absolutely necessary for a strong management.
  26. Labor relations research shows the companies that have the trust
  27. of employees have lower turnover, higher profitability and higher employee
  28. satisfaction and performance.
  29. Open communication is needed for success because if a company
  30. cannot do what it says unless it communicates, these are
  31. just a few of the loyal employees, right from Lucianne
  32. Hinden, the right to free consent, the right to freedom
  33. of conscience, the right to privacy, the right to free
  34. speech, the right to life and safety and the right
  35. to due process.
  36. So none of unemployed these constitutional rights can be over
  37. were on or violated in the workplace.
  38. The Wagner Act is the National Label Relations Act of
  39. 1935 and it gives employees without fear of persecution, the
  40. right to self organized form, joint or assist unions, bargain
  41. collectively through representation, engaged in concerted activities to collective bargain
  42. or other mutual aid or protection, and refrain from such
  43. activities unless that right is affected in some way.
  44. By previous agreement that states it's a condition of employment
  45. labor, the Labor Management Relations Act, commonly known as the
  46. Taft Hartley Act.
  47. What amended this act?
  48. The 1935 act in 1947 and it provided that Juris
  49. it provided guidance.
  50. It's specifically prohibits unfair practices by unions such as jurisdictional
  51. strikes, wildcat strikes, secondary boycotts, union shops and coercive tactics.
  52. Management rights include unemployed they can enforce on employee code
  53. of conduct and employment at WHEEL, which basically means most
  54. jobs in the United States are employed at employment at
  55. will. UH, there's no contract either.
  56. Side can choose to part ways at any time coaching
  57. a big tip, coaching.
  58. It's about them.
  59. It's not about you.
  60. You. A coat should give motivational feedback that will help
  61. an employee maintain or perform in improve performance.
  62. Corrective coaching action should be should offer training when ability
  63. holds about performance and offer motivational coaching when motivation is
  64. lacking. Counseling is the process where we give employees, or
  65. HR gives employees feedback.
  66. In this way, they can realize a job of problem
  67. is affecting their job performance and employees so have problems
  68. that cannot be managed within the work structure that can
  69. refer them to the employee's assistance program.
  70. The process to provide corrective feedback a crucial point is
  71. to focus on your employees strengths.
  72. You want to ask the employee to define the problem.
  73. Our perspective determines our reality and the employees perspective of
  74. the problem may not be the same as management.
  75. Also, offering your own fix just shows the employees you
  76. know what you're doing, and it doesn't help them toe
  77. learn anything.
  78. Do not talk at your employees.
  79. Long winded monologues go in one ear and out the
  80. other. You'll lose the kid them, and they won't be
  81. able to hold onto the key points you're trying to
  82. make. Teaching stories, though, can be helpful, but keep them
  83. brief. Make sure your anecdotes relate to the situation.
  84. If the situation is about breaks and you're telling an
  85. antidote about taking paper clips on, they don't oclock keep
  86. the employees engaged and ask questions.
  87. Can you relay?
  88. Has this ever happened to you before?
  89. This is what happened to me.
  90. Is that ever happened to you?
  91. Do not swallow in your brilliance.
  92. You waste your employees time with irrelevant details or tension.
  93. Shal stories that do not apply now with progressive discipline
  94. we want to commit clearly communicate the standards and code
  95. of conduct to all employees.
  96. We want to be sure the punishment fits the crime.
  97. Follow the standing plans your yourself if you don't want
  98. paper employees taking paper clips on doubt.
  99. Let him sketch you doing it.
  100. Take consistent, impartial action When the rules are broken.
  101. Be consistent.
  102. Don't show favoritism.
  103. Don't let M 40 a.
  104. Get away with it while you discipline employees v discipline
  105. in private discipline immediately.
  106. But stay calm and focus on the fax When you
  107. just supporting document discipline.
  108. If you don't document it, it never happened.
  109. And when the discipline is over, restorative justice resume normal
  110. relations with that.
  111. Employees don't hold it over their head like the discipline.
  112. Basics include.
  113. Try coaching first.
  114. Discipline is corrective.
  115. Keep in mind discipline is corrective action designed to get
  116. employees to meet the standards of the employers.
  117. Quote of conduct.
  118. Common offenses that need discipline or theft, harassment and safety
  119. violations. You won't discipline someone for standing at the water
  120. cooler for too long.
  121. You want to use feedback in that way, when you
  122. discipline, you want to refer to pass feedback.
  123. This is again why documentation is important.
  124. Asked why the undesired behavior was used with me, give
  125. the discipline, get a commitment to change and develop a
  126. plan, then summarize.
  127. Since state your follow up.
  128. Now we're going to look at some of the things
  129. that affect positive leadership success.
  130. Employees tend to mimic their coworkers.
  131. Even subconsciously, a successful leader will encourage you're more confident
  132. employees and assertive avoids toe actively imperfect, imperfect it a
  133. little, actively participate in order to inspire and motivate those
  134. who are a bit more reserved.
  135. Promoting synergy in the workplace is a challenge, but it
  136. occurs when you can balance competition.
  137. Your high achievers thrive on competition, but the more like
  138. back employees they view competition more is a threat.
  139. So if you have high competition for this group, this
  140. group is not going to feel a part.
  141. They're going to feel threatened, and that will affect your
  142. synergy. So when you balance it with just enough competition
  143. to keep these engaged, but not so much as to
  144. this work could feel threaten you can.
  145. And when you focus on everyone has strengths, you keep
  146. your synergy positive synergy.
  147. Focus on the team aspect.
  148. Pay attention to you misfits and stragglers.
  149. These are the ones who don't always mesh well in
  150. a team dynamic, but alone they may excel.
  151. I think I think of this one is being very
  152. key, as we were thinking about the Americans with disabilities
  153. that we know that certain individuals with certain social skills
  154. certain a typical neurodevelopmental individuals like certain social skills so
  155. they don't do well in a group of team dynamic.
  156. But they may excel in coding or technical details or
  157. writing a speech.
  158. But they're not public speakers, so you can always find
  159. something that everyone can do that contributes to the tank.
  160. Focus on communication.
  161. Don't communicate differently with your low achievers and your high
  162. achievers. All employees stopped.
  163. Joyce Bracy shared this and leadership last week.
  164. All employees deserve thio here.
  165. Important information at the same time and in the same
  166. way change happens with First, there's a process.
  167. We deny it.
  168. Then we recognize it.
  169. We began to explain.