Chapter 12 – Dealing with Union and Employee–Management Issues
E. ELDER CARE
1. Currently there are about 40 million Americans
over 65.
a. Over the next 20 years, it’s expected that
medical, legal, and insurance information, as
well as the full support of their companies.
Chapter 12 – Dealing with Union and Employee–Management Issues
12–42
PPT 12-47
Increasing Elder Care Challenges
(See complete PowerPoint slide notes on page 12.61.)
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Elder Care in the Modern
Household
(See complete PowerPoint slide notes on page 12.62.)
Chapter 12 – Dealing with Union and Employee–Management Issues
because SUBSTANCE ABUSE involves more
4. The National Institute of Health estimates that
5. Over 80% of major companies now test workers
1. Employers are also struggling with a growing
Chapter 12 – Dealing with Union and Employee–Management Issues
12–44
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Drug Use in the Workplace
(See complete PowerPoint slide notes on page 12.62.)
lecture link 12-8
RECESSION INCREASES
WORKPLACE SUICIDES
An employee stock ownership plan turns workers into
owners. When the plan works, the employee/owners benefit.
But there are many potential problems. (See the complete lec-
ture link on page 12.71 in this manual.)
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Violence in the Workplace
(See complete PowerPoint slide notes on page 12.63.)
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Warning Signs of Possible
Workplace Violence
(See complete PowerPoint slide notes on page 12.63.)
lecture link 12-9
EMPLOYEE STOCK OWNERSHIP
PLANS
An employee stock ownership plan turns workers into
owners. When the plan works, the employee/owners benefit.
But there are many potential problems. (See the complete lec-
ture link on page 12.72 in this manual.)
progress
assessment
(Text page 345)
PPT 12-52
Progress Assessment
(See complete PowerPoint slide notes on page 12.64.)
Chapter 12 – Dealing with Union and Employee–Management Issues
12–45
PowerPoint slide notes
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Chapter Title
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Learning Goals
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Learning Goals
Chapter 12 – Dealing with Union and Employee–Management Issues
12–46
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David Stern
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Name That Company
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Organized Labor
Many of the benefits that workers enjoy today are due
to the battles unions have fought over the past 100 years.
Students are often surprised that a little over 100 years
ago the average workweek was between 60 to 80 hours.
The 40 hour workweek is a direct result of unions.
Chapter 12 – Dealing with Union and Employee–Management Issues
12–47
Chapter 12 – Dealing with Union and Employee–Management Issues
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History of Organized Labor
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The Triangle Fire
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Emergence of Labor Organizations
Chapter 12 – Dealing with Union and Employee–Management Issues
12–50
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Collective Bargaining and the Public
Sector
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Forming a Union in the Workplace
The National Labor Relations Act (often referred to as
the Wagner Act) created the NLRB.
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Why Join a Union?
1. This slide lists some of the key reasons why a
person might consider joining a union.
2. The power of unions has waned as the economy
has shifted from an industrial economy into a
service-based economy.
3. Ask the students, Are unions necessary in today’s
modern working environment?
Chapter 12 – Dealing with Union and Employee–Management Issues
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Labor/Management Agreements
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Union Security Agreements
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Right-to-Work Laws
Chapter 12 – Dealing with Union and Employee–Management Issues
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States with Right-to-Work Laws
This map can be used as the basis for an interesting
classroom exercise. The United States’ auto industry has
been in the news with the financial difficulties of General
Motors and Chrysler well chronicled. Have students use
the Internet to research the location of any new auto
plants in the United States. Research will uncover that
many new auto-related jobs are in right-to–work states.
For example, a recent article in the Boston Globe profiled
Alabama’s auto-related job growth. In 2001, Alabama had
21,000 auto-related jobs; that number now stands at over
48,000. Many would argue that this trend of relocating in
the southeast is due to the states’ right-to-work laws.
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Resolving Disagreements
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Using Mediation and Arbitration
In 2011, the National Football League and National
Football League Players Association asked for the assis-
tance of a federal mediator in their attempt to forge a new
contract between the players and the league.
12–54
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Tactics Used in Conflicts
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Lockouts, Injunctions, and
Strikebreakers
Employers have had the right to replace striking work-
ers since a 1938 Supreme Court ruling, but this tactic was
used infrequently until the 1980s.
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Walking a Fine Line
Chapter 12 – Dealing with Union and Employee–Management Issues
12–55
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Challenges Facing Labor Unions
The percentage of union membership has fallen over
the past 50 years. In 1945, 35.5% of all workers were un-
ionized; today that number stands at only 12.4%.
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Labor Unions in the Future
Both public and private sector union members now face
challenges as they try to maintain any remaining wage
and fringe benefit gains achieved in past negotiations.
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Union Membership by State
1. The slide presents union membership by state in
the United States.
2. Washington, California, New York, Hawaii, and
Alaska lead the states, with unionization rates
greater than 17%.
3. Most of the southern states (Arkansas, Louisiana,
Tennessee, Mississippi, North Carolina, South
rates less than 4.9%.
4. Today the largest union in the United States is the
with 2.2 million members.
Chapter 12 – Dealing with Union and Employee–Management Issues
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Progress Assessment
1. The major laws that affected union growth are as
follows:
•
The Norris-LaGuardia Act prohibited em-
ployers from using contracts that forbid union
activities and paved the way for union growth
in the United States.
•
The National Labor Relations Act or Wagner
Act allowed collective bargaining and created
the National Labor Relations Board.
•
The Fair Labor Standards Act set a minimum
union elections, attend and participate in un-
ion meetings, vote on union business, and ex-
amine union records and accounts. The goal
of this legislation was to eliminate union cor-
ruption.
3. The major tactics used by unions include strikes,
boycotts, work slowdowns, and pickets. Man-
Chapter 12 – Dealing with Union and Employee–Management Issues
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Progress Assessment
(continued)
What types of workers do unions hope to organize in
the future? To remain relevant, unions must attract new
members. This includes more professional, female, and
foreign-born workers. Both the Teamsters Union and
Service Employees International Union have started to
target workers in health care, technology, and finance.
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Compensating Executives
Peter Drucker suggested CEO pay should be no more
than 20 times the lowest-paid employee. The average is
now 400 times.
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Executive Pay Remains on the Rise
With unemployment still high, would companies be
better off hiring new workers instead of using their newly
found profits for executive pay?
Chapter 12 – Dealing with Union and Employee–Management Issues
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Play Ball!
1. Ask the students, What do you expect to make
when you graduate? What do these minimum sal-
aries say about what society values? (Student an–
swers will vary.)
2. Ask the students, Why are the minimum and
highest salaries paid to female basketball players
so much lower than the male players?
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Compensating Executives in the Future
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The Question of Pay Equity
Chapter 12 – Dealing with Union and Employee–Management Issues
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Equal Pay for Equal Work
1. This slide presents the Equal Pay Act factors that
justify pay differences: skill, effort, responsibil-
ity, and working conditions. The Equal Pay Act
prohibits unequal pay to men and women who
perform jobs that require substantially the same
skills, efforts, responsibilities, and so on.
2. Ask the students, Is it fair that different genders
receive different pay? (Most students will say
“NO.”)
3. Yet, in the United States women earn only about
80% of what men earn. There are, however, sig-
nificant disparities by profession, education level,
and other factors.
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The Salary Gender Gap
1. This slide presents the inequity in earnings: what
women of certain ages earn compared with the
average salary earned by a male in the same age
range.
2. Ask the students, What are some of the reasons
behind this salary gender gap? (Student answers
will vary, but could include issues like women
working part time to raise children or women
leaving the workforce due to family issues.)
3. If time permits, have students read Chapter 3 of
Thomas Sowell’s awarding-winning book Eco-
nomic Facts and Fallacies, which explores this is-
sue in depth and will provide for a rich classroom
discussion.
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What’s Sexual Harassment?
Students should realize that sexual harassment covers
all employees as well as vendors, suppliers, and others
who come in contact with company employees. Business-
es need to take all allegations seriously and develop a pro-
tocol for investigating each claim.
Chapter 12 – Dealing with Union and Employee–Management Issues
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Kinds of Sexual Harassment
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You Make the Call . . .
1. Ask the students, Have you felt uncomfortable in
situations that can be described as sexual harass-
ment? How about the male students in class?
2. Discuss the situations on the slide with students
and then specifically discuss what constitutes
sexual harassment.
3. For the conduct to be considered illegal under
specific conditions:
• The employee’s submission to such con-
duct must be explicitly or implicitly made
a term or condition of employment, or an
employee’s submission to or rejection of
such conduct must be used as the basis for
employment decisions affecting the work-
er’s status.
• The conduct must unreasonably interfere
with a worker’s job performance or create
an intimidating, hostile, or offensive work
environment.