HRM 330 DeVry Complete Week Discussions Package
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<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Complete</strong> <strong>Week</strong><br />
<strong>Discussions</strong> <strong>Package</strong><br />
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<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Complete</strong> <strong>Week</strong> <strong>Discussions</strong> <strong>Package</strong><br />
<strong>HRM</strong><strong>330</strong><br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Complete</strong> <strong>Week</strong> <strong>Discussions</strong> <strong>Package</strong><br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 1 Discussion 1<br />
Striking a Balance (graded)<br />
When efficiency, equity, voice, and other employee, union, and corporate goals conflict with each other, what should<br />
happen next? Should property rights dominate labor rights? Should labor rights dominate property rights? Should they<br />
be balanced? Defend your reasoning.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 1 Discussion 2<br />
Contemporary Pressures in Labor Relations (graded)<br />
Discuss the current pressures on the U.S. labor relations system—on the corporate side, workplace flexibility and<br />
employment involvement (stemming at least partly from globalization) and on the labor side, low union density, a<br />
representation gap, and difficulties in organizing new workers.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 2 Discussion 1<br />
Union and Labor Key Strategies (graded)<br />
Like any business, labor relations require a strategic approach to create an efficient plan in support of employees. What<br />
is a key union or labor strategy that is still used today? What is a key historical strategy that should no longer be part<br />
of a labor relations plan? Thoroughly explain both responses.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 2 Discussion 2<br />
Labor History (graded)<br />
It has been written, “The attempt of persons to understand the forces remaking their world and, by organization, to<br />
control them, constitutes the major motif of the social history of the late 19th century.” Describe how this statement<br />
applies to workers and unions in the different periods of labor history. Does this statement have applicability in today’s<br />
labor relations arena?
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 3 Discussion 1<br />
HR Strategy and the Employee Voice (graded)<br />
Human resource professionals need to ensure that employees have a voice in the employment relationship with their<br />
employers. From an HR perspective, what strategies would you consider employing to make sure employees have the<br />
ability to have a voice? Explain your reasoning for those strategies.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 3 Discussion 2<br />
Union Organizing Process (graded)<br />
Discuss what you think are the most important challenges for both unions and management in a union workplace. Why<br />
are the challenges in a nonunion workplace? How have these challenges changed over the last 5 to 10 years?<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 4 Discussion 1<br />
Labor Law (graded)<br />
In both private and public sectors, a sharp increase in union membership coincides with the passage of protective<br />
legislation. A long-standing debate is whether increased demand for unionization causes new legislation or vice versa.<br />
What side of this argument do you find yourself on and why? Explain your reasoning. Bring in recent examples in the<br />
news that support your stand.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 4 Discussion 2<br />
Bargaining (graded)<br />
Bargaining has resulted in many rights and benefits for all employees within the workplace. Describe your<br />
understanding of the purpose of bargaining. Conduct some additional research, and review a case study that includes<br />
union bargaining (be sure to cite your source of the case study).<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 5 Discussion 1<br />
Interest Arbitration (graded)<br />
List the pros and cons of interest arbitration. Why do you think the usage of interest arbitration in the private sector is<br />
so low? This section lists options that can be used to view responses.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 5 Discussion 2<br />
Grievances (graded)<br />
A union-represented employee filed a grievance with her employer because she was terminated. The employer stated<br />
they were in an at-will state and had the right to terminate anyone at any time without cause. The former employee was<br />
terminated with no reason given, so the employer states he had the right to terminate her on the spot. Share your<br />
thoughts on this scenario as the labor relations professional. Detail what steps you would take, if any, and explain each<br />
step thoroughly. Be sure to cite labor law accordingly.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 6 Discussion 1<br />
Conflict Management (graded)<br />
Some conflict management styles include avoidance, accommodation, competition, compromise, and collaboration.<br />
Which style do you think you use for conflict resolution? Share why you tend to use that approach to resolve conflicts.
Also share instances when a particular style did not go so well. Why, from your view, did that happen? What, if anything,<br />
did you learn when that style did not help?<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 6 Discussion 2<br />
Resolving Labor Disputes (graded)<br />
1. According to Arbitrator Daugherty (Koven and Smith, 2006), there are seven tests of just cause.<br />
2. Was the worker given advance warning of the consequences of his or her conduct?<br />
3. Was the rule, order, or standard reasonably related to employee performance?<br />
4. Was the alleged violation thoroughly investigated before discipline?<br />
5. Was the investigation fair and objective?<br />
6. Did the investigation reveal convincing proof of guilt?<br />
7. Was the employer's discipline nondiscriminatory?<br />
8. Was the discipline reasonably related to the worker's record and the severity of the conduct?<br />
How would you answer these questions based on the following scenario? Be thorough because you will be presenting<br />
this in front of the union.<br />
Scenario<br />
An employee received a disciplinary letter for her personnel file because she made a mistake on the job. This letter<br />
removes seniority points from her record. The company is in the middle of layoffs, and as a result of this letter, this<br />
employee would be next for layoff, when without the letter, she would have been safe. The mistake did not cost the<br />
business money but rather embarrassment to the supervisor, according to the employee. The contract states that the<br />
disciplinary process may be used for performance issues. The supervisor stated that the employee’s mistake was a<br />
performance issue and he had the right to issue a disciplinary letter. This employee’s previous performance appraisals<br />
have been satisfactory and above.<br />
Reference<br />
Koven, A., & Smith, S. (2006). Just cause: The seven tests (3rd ed.). Arlington, VA: BNA Books.<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 7 Discussion 1<br />
Workforce Change (graded)<br />
What recommendations would you make to union and management leadership in order to meet the demands of a<br />
constantly changing workplace? What are some possible warnings?<br />
<strong>HRM</strong> <strong>330</strong> <strong>DeVry</strong> <strong>Week</strong> 7 Discussion 2<br />
Companies, Unions, and the 21st Century (graded)<br />
There is going to be a major generation shift with baby boomers leaving the workplace. Generations X and Y do not<br />
have the same ties to union activities as the baby boomers. What might unions have to offer these new generations?<br />
How would unions go about connecting with these two generations?
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