HRM 586 Week 8 Final Exam (Version 1)

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(TCO A) You are the new leader of the local union at your company. There are many
new employees who have joined the union in the past year, and they have
questions about the way union membership works. These new employees are not
sure about how to be in the union and still interact with the boss. It seems to some
of them that in their non-union jobs, they would just say and do what it took to get
their questions answered, and they did not see much difference between
themselves and the boss. Others want to run to the union steward every time the
boss says something they don t like. The questions involve management rights and
employee rights. Your job is to develop a summary sheet which lists the content for
a union meeting. Your summary should include the basics of how unions operate
and specifics on management rights and employee rights in the union environment.
(Points : 34)
2. (TCO B) There are a number of social, economic, and business factors that are
either helping or slowing down the development of the union movement. Describe
the changes in the political climate that have helped or hindered growth of unions.
Identify key legislation that has changed the way in which unions or companies
operate in a union setting. (Points : 34)
3. (TCO C) Labor Management relations have been affected by political and legal
forces since the mid 1900s. Describe laws that are relevant to negotiations. Which
laws favor employers, and which favor unions? Close out with a discussion of the
importance of these laws within the scope of the negotiating teams. (Points : 34)
4. (TCO D) Describe the differences of operations between the local unions and
national unions. How are each involved in helping union employees? Describe the

interactions between employees and representatives at both levels. (Points : 34)

5. (TCO E) The AFL-CIO and its leaders from the past help define the labor
movement in the U.S. and help define where the union movement is today. How
have the AFL-CIO (federation) national and local unions been involved politically?
What impact has this had on unions and legislation passed? (Points : 34)
6. (TCO I) When you examine a negotiated agreement, you will find a variety of
issues that can be put into the category of wages or economic concerns. However,
the contract is not limited to these issues. There are a variety of issues that go
beyond economic concerns, such as the union obligations. It is not just that
management is required to perform a certain way according to the requirements of
the contract. It is often felt by management that they are giving up everything in
order to live by the contract. From a management point of view, the union has taken
control without obligation through the function of the contract. (a) Evaluate the
obligations that the union might have under the contract in terms of what they
mean to the functioning of the union and management. (b) Lay out a plan to help
management implement its options if the union does not meet its obligations.
(Points : 34)
7. (TCO G) Two industries (Industry X and Industry Y) are run by labor unions. Even
though the unions overseeing these industries are considered honest and
conscientious, we have seen a large disparity in pay between the industries. In fact,
the wages in Industry X are now three times the rate as those of Industry Y. What
factors account for the differences in these two industries? (Points : 34)
8. (TCO F) The centerpiece of almost every negotiation is the issue of wages. The
topic has become complex and is typically the catalyst for a strike. Of course, the
topic of wages is multidimensional. It's not just the salary that union member are
making that impacts the profitability of the organization or the cost of products and
services on the market. There are other costs that go into making up the total
reward paid to any employee, including the union worker. It is this bigger picture of
labor costs that concerns management during negotiations. While the union is
focusing on what they can get in terms of total income to the union member,
management is looking at the impact of these cost on the total business
picture. (a) Compare the methods available for the adjustment of wages during the
effective period of the labor agreement. Make this comparison in light of the
organization in which you currently work or recently worked. (b) From a
management perspective, defend what you would judge to be the most desirable
arrangement for your organization. Be sure to include other factors around the
wage issue that might impact your decision. (Points : 38)
9. (TCO H) If the collective bargaining process is to be successful, it is important
that both sides come prepared to bargain. This means that both management and
labor must make plans and develop a strategy before they even look across the
table at the other party. It is often this preparation that determines to what extent
one side gets its way more than the other side. It is impossible to walk into
negotiations without knowing the costs that are potentially involved in the new
contract arrangement. Clearly the union is well-prepared with their wish list and

with as many facts and figures as they can find to bolster their position.
Management does much the same thing to trade off items on the table. (a) Select
what you consider to be the key pre-negotiation preparation steps that can be taken
by the union. (b) Select what you consider to be the key pre-negotiation
preparation steps that can be taken by management. (c) Compare and contrast the
historical elements that help us understand the current structure of the union.
(Points : 34)