LABOR RELATIONS.

Cost of Final agreement Research Outcome Analysis Appendice SWOT Analysis

Running head: LABOR RELATIONS
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Order Id: 1034693 Labor Relations
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Labor Relations
Introduction
In modern society, unionization has increased in various sectors. From
the perspective of the administration of an organization, unions are awful
since they restrict the decision-making process concerning the terms and
conditions of the workplace. In case of a union suggestion, the management
should deliberate on any transformation before the union is initiated. Unions
are perceived as middlemen and are expensive (Aobdia and Cheng, 2018).
Workers must recompense unions fees and management incurs expenses of
pay and benefit increments. In this piece of work, a labor negotiation
simulation between three members of the union and three members of an
organization is presented.
Preparation and Pre-bargaining Roles, Strategy, Priorities
The motive of the labor discussion between members of the union and
those of an organization is meant to bear collective bargaining between the
employer and the union's reporting staffs. Collective bargaining aims to
stress on worker's job security, protection, health & safety, operating period,
low compensations and anxiety to loss an occupation (Zhou et al., 2017).
The organization and sector in question in this labor relation discussion is a
hospital and health care respectively. In this collection bargaining process,
the team members will comprise three associates from the organization who

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are the Human Resource Manager, Operational Manager and a senior
executive officer, and three individuals from the union comprising of the
Chief Negotiator, regional union’s steward and a representative of the
union’s leader.
Core Events and Decisions
Pre-Negotiation
The pre-negotiation stage will involve the leading task of the two
teams which is to establish an outline of proposals that needs them to gather
information from various stakeholders. Each member of the team is required
to have something to present to the panel. Also, the negotiation procedure
and protocol of the discussion will be outlined in this phase.
Establishing the Negotiation Range
During this stage, the members of the team will gather at the bargaining
table and begin by introducing themselves and the side they represent. The
overall proposals will also be listed in this stage.
Narrowing the Bargaining Range
During narrowing the bargaining range stage, each of the two teams will
make determinations and counter-proposals to reveal the other group's
bottom line. This stage will then involve analyzing the entire proposal
provided by both teams.
The Crisis Stage
In this stage, the teams will decide if to approve the proposals or reject

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them. The decision should be made in the form of an agreement.
Ratification
During ratification which is the final stage of the collective bargaining course,
assemblies among the core members of both teams will be held and a
concluding consensus will be realized.
Identification of Roles
In a bargaining process, description of roles is a significant part of the
negotiation course since it impacts the results directly. These results are
described in Appendix A and Appendix B in form of SWOT analysis of the
participants and the cost of the final agreement. In this labor relation
simulation, the members of the negotiation team, as well as their functions,
are as follows;
1. Human Resource Manager -Steve
In this labor negotiation simulation, Steve, the Human Resource Manager will
represent the employer.
2. Operational Manager – O'Sullivan
The role of O'Sullivan will be to present the current employee data storage
approaches. He will point out its advantages and disadvantages.
3. A member of the executive- Edward
The executive member will be present mainly to encourage the members of
a reasonable and affordable budget for the new software.
4. Chief Negotiator –Michael

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Michael's role as the chief negotiator will be to present the union's proposal
to the negotiation team
5. Regional union’s steward – Ruth
This is a representative of the members of the union. Her work will be to
ensure that employee’s rights and concerns are addressed during the
negotiation process.
6. A representative of the union’s leader – John Trump
The role of John Trump will be to oversee the entire negotiation process. He
will inspire, unify, and motivate gatherings to attain collective aims and
objectives.
The rationale for the Positions of the Union Concerns
Keeping and maintaining objective and accurate employee records is a
significant role of the human resource manager. Maintaining correct and
objective employee records is regarded as a central law and one of the best
practices in an organization. The central government obligates the records
which a firm should keep and the period which they should be kept. The
Equal Employment Opportunity Agency instructs that firms should maintain
several employee records (Morris, 2014). These records comprise of
performance evaluations for at least one year, promotions and demotions,
requests for accommodations, job applications and personnel resumes. The
Fair Labor Standards Act mandates that all data concerning remuneration
such as increase or reduction in payment, overtime, compensation and time
cards should be maintained objectively and accurately. Every tax linked

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payment should be maintained for a minimum of four years. The Immigration
Reform and Control Law requires that all new workers should fill a 1-9 form
which should be maintained by the hiring organization for 3 years or 1 year
when the employee leaves the firm, whichever happens first (Morris, 2014).
Companies further keep personnel records concerning any
certifications or licensure the workers hold, employee training and
disciplinary actions which are taken. This data is kept in diverse files in an
organization. Records concerning employee promotions or demotions, job
applications, and resumes are kept in the personnel file (Morris, 2014). A firm
should also have a medical file which should include any allergies or severe
health conditions and the individuals who should be reached in a situation
where these scenarios occur. When the records are not appropriately and
objectively maintained, the federal administration could place a fine on the
firm. Further, the workers could file complaints and suit against a company
for unfair termination, insecure work environment, and discrimination
(Morris, 2014). To counter these consequences, an organization should main
employee records objectively and accurately.
Examples of formal documentation comprise of disciplinary actions,
background examinations, job acceptance, cover letters, and resumes. In an
organization, any formal documentation is commonly signed by both the
worker and the employer. A disciplinary action does not essentially imply
that the worker agrees with the punishment or the warning. Rather, a
disciplinary action implies that the employee admits that he or she has

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received a copy of the documentation and looked over it (Morris, 2014). On
the other hand, informal documentation comprises of managers notes and
regarding an occasion, any witnessing of negative conduct and
communications with workers under their supervision.
Workers are commonly not aware that informal documentation is
maintained on a file. Administrators require being keen on what they write in
informal documentation since it could become part of a lawsuit filed by
personnel. Both formal and informal documentation protect employers from
possible suits or claims. Formal documentation safeguards the employer
from workers denying any awareness of disciplinary actions. These records
act as a justification for not employing an applicant and when a background
check comes back unacceptable. On the other hand, informal documentation
assists employers in justifying denial of likely promotions. Further, the
informal documentation assists the administrators in scenarios where the
performance evaluations are due since the collecting notes throughout the
firm's financial year aid in refreshing past achievements and mistakes.
The rationale for the Positions of Management Concerns
No firm desire to encounter downsizing. Nevertheless, in some
situations, a firm's tenure becomes a problem for the organization.
Documentation is a core factor in enhancing an effective legal termination.
Although numerous organizations are regarded as "at-will" implying that
either party can dismiss engagement with reasoning or notification, it is good
for an employer to have the correct documentation before terminating a

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worker (Steingold, 2017). From the perceptive of the worker when handling
downsizing, there are some means to protect the employee from a layoff.
Performance of the employee is a primary factor in the termination. Workers
frequently surpassing performance prospects might be regarded as assets to
the firm. Then, such workers continue to enhance the value of the company.
Thus, following the stipulated processes and policies is highly encouraged.
The only aspect of a worker which an employer has no control over is the
feasibility in their occupation (Steingold, 2017). If an employer feels that the
employee's occupation is no longer viable, he or she can eliminate the
position at his or her own risk. To avoid this threat, the organization desire to
make some changes on how it keeps records for its employees. The
proposed software for keeping employee data is Big Data technology.
The rationale for the Strategy of the Management and the Union
The strategies why the organization wants to initiate how it keeps and
capture employees’ data comprise of the following;
1. Big Data is a modern technology for storing data, including employee
information. When all the organization's data is safe, both the union
and the organization will be satisfied with the privacy of the firm's
information.
2. The new data storage technology will enhance and simplify the
compensation process. With Big Data technology, the organization will
have a viable payment strategy which will attract these competent
individuals. The viable compensation plan will comprise salaries,

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insurance, retirement, ETO as well as enduring education inducements.
This strategy is beneficial to both the firm and the union, thus worth an
agreement in this labor relation simulation.
Budget
The estimated budget to purchase Big Data software for a large organization
is 90,000 USD while the annual maintenance fee is 15,000 USD. These costs
are shown in appendix B.

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References
Aobdia, D., & Cheng, L. (2018). Unionization, Product Market Competition,
and Strategic Disclosure. Journal of Accounting and Economics, 65(2-
3), 331-357.
Morris, R. (2014). Record Retention: What to Keep and Where to Put It.
Franchising World, 43-45.
Steingold, F. S. (2017). The employer's legal handbook. Berkeley: California
Nolo.
Zhou, L., Xu, M., Zhang, X., & Zhao, S. (2017). Labor Relations Conflict in the
Workplace: Scale Development, Consequences, and Solutions.

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Appendices
Appendix A: SWOT Analysis
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
HR Manager
-Has awareness of
the past data
gathering software
- Big data software
cost may limit his
support for the
projected change
-
-Responsible
for hiring
experts in big
data
technology
-Subject to
manipulation
from the
executive
members
Executive member
-A representative of
the top-ranking
executives in this
discussion.
- Has been given
the power to
approve the
software budget
-May be discouraged
by the cost of the
software
-Have less to offer in
terms of the topic of
discussion
-May learn
about labor
relations in the
process
-Can
disapprove
high budget of
the software

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Operational
Manager
- Have
knowledge in
labor
relations
- Have much to
offer in this
debate
-Vulnerable to
executive control
-Can stress the
need for the
new software
to the
executives
-Can
participate in
the
disapproving
high budget of
the software
Chief Negotiator
- a
representativ
e of the
employees
May have less
knowledge in labor
laws
-Can direct the
employees in
case the
agreement is
not meant
- May be
manipulated
by the
management
of the firm
A regional union
steward
- A
representative
of the workers
-May have little
knowledge of labor
laws
-In case the
agreement
fails, this
member is a
voice of the
staffs
-May not be
available
during all
agreements
A representative of
the union leader
- His presence
-Lacks much
knowledge on the
-Can be
consulted by
- May be
manipulated

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signifies the
commitment
of the union
subject of discussion the employees by senior
executives of
the
organization
Appendix B: Cost of the Final Agreement
CLAUSE ESTIMATED COSTS
Big Data Software 90,000 USD
Annual maintenance fee of the
software
15,000 USD
Overall cost 105, 000 USD