Employee Labor Relations Discussion Assignment Solution Analysis

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Added on  2019/09/23

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Homework Assignment
AI Summary
This assignment solution addresses key aspects of employee labor relations, focusing on the rights of workers to strike, the use of permanent strike replacements, and the implementation of third-party dispute resolution procedures. The solution outlines the conditions under which strikes are permitted, emphasizing non-violent behavior, and discusses the circumstances under which permanent replacements are allowed. It also highlights the importance of involving a third party in dispute resolution to ensure unbiased decisions. Furthermore, the solution explains how to effectively present the plan to various stakeholders, emphasizing the benefits of the implemented strategies. The assignment references relevant academic sources to support its arguments, providing a comprehensive analysis of the topic.
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EMPLOYEE LABOR RELATION
DISCUSSION QUESTION
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Table of Contents
Do you allow workers to strike?..................................................................................................1
Do you allow permanent strike replacement?.............................................................................1
Do you require any third party type of dispute resolution procedure?........................................1
How would you sell this plan to various interested parties?.......................................................1
References....................................................................................................................................2
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Do you allow workers to strike?
Yes, I would allow workers to strike in the circumstances when their problem will not be
resolved even after communicating about the same to the upper-level management. However, I
would advise that they should not show any kind of violent behavior while going on for the
strike. Thus, they should remain on the strike in a very calm and composed manner. It is through
this way only they can get their things to work (Khoreva, Vaiman & Van Zalk, 2017).
Do you allow permanent strike replacement?
Yes, I would allow permanent strike replacement but only in the circumstances when
workers get out of control and they are showcasing their violent behavior or destroying the
property of the public as well as the company. Thus, in the given situation they will be punished.
Thus, it is through this way only they will not showcase such type of behavior in the future. But,
in case if workers are not showing the violent behavior during strike then in this situation they
will not be punished in an effectual manner.
Do you require any third party type of dispute resolution procedure?
Yes, I would require the third party type of dispute resolution procedure. This is due to
the fact that, I believe that by involving the third party in the dispute resolution procedure an
effective decision can be taken without any kind of biases. This is because; the respective
member of the third party will not belong to any of the disputed group party. Thus, the decision
which he/she will take will not possess any kind of biases (Obushenkova, Plester & Haworth,
2018). On the other hand, the disputed parties will also not have any kind of problem in relation
to the decision taken by a third party member. Thus, the third party type of dispute resolution
procedure should be included in the law.
How would you sell this plan to various interested parties?
The plan will be sold to the interested parties by showcasing the benefits of implementing
the same. In accordance with the given context, different features of the plan will be shown to
the parties. Thus, it is through this way only they will be influenced with regard to purchase the
specific plan in an effectual manner.
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References
Khoreva, V., Vaiman, V., & Van Zalk, M. (2017). Talent management practice effectiveness:
investigating employee perspective. Employee Relations, 39(1), 19-33.
Obushenkova, E., Plester, B., & Haworth, N. (2018). Manager-employee psychological
contracts: enter the smartphone. Employee Relations, 40(2), 193-207.
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