Labor Relations and Collective Bargaining

 Labor Relations and Collective Bargaining

 

 

Figure 01: (Jamaledine, 2017)

The labor movement has a lot of clout. Workers join unions for a variety of reasons, including improved salaries and working conditions, as well as employer unfairness and the union's strength. Unions strive for union security first, followed by better salaries, hours, working conditions, and benefits for their members. Closed shops, union shops, agency shops, preference shops, and membership maintenance arrangements are all alternatives for union security.

Unions and the Law

To comprehend unions and their impact, one must first comprehend the relationship between unions and the law. Labor law has progressed from strong support for unions to more moderate support along with control, and finally to thorough regulation of internal union matters.

What is the Collective Bargaining Process?

According to the (Richardson, 1977) collective bargaining is a way of determining mutually agreed-upon pay, terms, and conditions of employment through agreements between employer and union representatives that result in a collective bargaining agreement.

During the collective bargaining process, the employer and the union come to an agreement. Good faith negotiation is at the foundation of collective bargaining, which requires both parties to make reasonable attempts to reach an agreement, and proposals are countered with counterproposals. In the actual bargaining sessions, there are necessary bargaining items, such as wage, unlawful bargaining items, and voluntary bargaining items, such as retiree benefits. If things don't go as planned during collective bargaining, the parties can turn to third-party mediators, fact finders, and arbitrators for help. Strikes are defined as a labor stoppage.

Figure 02: (Schimtz, 2012)

Dealing with Disputes and Grievances

During their careers, most managers will encounter disagreements and grievances. A specific grievances procedure is listed in collective bargaining agreements, along with the steps in the procedure. In general, the best method to deal with a complaint is to create an environment where they don't happen. Though a grievance does arise, the following steps should be taken: investigate, treat each case as if it would end up in arbitration, speak with the employee about the issue, and adhere to the contractual time constraints for processing the dispute.

Conclusion

All labors benefit from unions because they set pay standards and workplace protections. Workers benefit the most from the union's collective bargaining capacity to negotiate on their behalf with businesses.

References

Human Resource Management. (2012). Saylor Academy.

Jamaledine, R. (2017). Employee relationship management – 5 Tips on how to do it right!

Richardson, R. (1977). Collective Bargaining by Objectives. In Human Resource Management (p. 150). Upper Saddle River: NJ: Prentice Hall.

Schimtz, A. (2012). Human Resource Management. Saylor Academy.

 

 

 

Virtual Coaching for Managers

 

Virtual Coaching for Managers

There are different types of coaching in the work places. It is important to understand these methods to get a clear idea on the usage of best matching method in the best matching situations (Funck, 2020). 

Virtual coaching is the method of participation on the coaching in a personalized environment with the usage of the electronic media such as video conferencing or via mobiles. It can be undertaken with the variety of web-based applications and the effectiveness of each method is the most concerning fact which can be used in managing the virtual coaching applications. Higher level of monitoring and the preparation needs in virtual coaching to get the successful results for all the employees

It has been recorded that the current situation in the world with COVID 19 pandemic has caused many of the employees to work remotely and it has increased the applications in virtual coaching applications as well. Virtual Coaching in managers is one such method which can be seen highly in the organizations (Zimmer & Matthews, 2020).

When it comes to the coaching of the managers, virtual coaching becomes difficult as it is totally different from the physical appearance and lots of disadvantages can be seen. Still, managing better environment and getting the maximum advantage in coaching is a must. Following are some tips for better virtual coaching for managers (Lewis & Jones, 2019). 

 

Undertaking each of these applications is very important for all the managers to get the things correct and to apply better coaching experience that is aiding in the company operations success (Jones & Ringler, 2020)

Along with the difficulties, there are advantages of the virtual coaching for managers as well (Tsakanikas, et al., 2020).

 

 

 

 

 

 

 

 

Along with these applications, there are some disadvantages as well. Lack of commitment, technical issues and the less interest as no collaboration physically can be main disadvantages. Still, managing the time and applications with the advantages becomes important as the managers are a developed level of employees in the organization who doesn’t need back up support to work effectively (Brasili, et al., 2018).

Conclusion

As per the current situation, coaching actions also undertaken in virtual manner. It has been identified in the description that the virtual coaching is one of the coaching techniques available and best matching in the COVID 19 pandemic era as the mobility of the people is limited. There are many advantages as well as the disadvantages identified here and it can be recorded that the proper steps following in the virtual coaching can make the needed outcomes in the end as the output. Still, there are disadvantages as well which is higher in magnitude. Thus, organizations need to understand the best matching methods and applications in virtual coaching to have less disadvantages.

 

References

Brasili, A., Byrd, S. & Lakin, H., 2018. Virtual Coaching and Video Annotation: Skills-based STEM Curriculum for Rural Afterschool Educators., s.l.: s.n.

Funck, F., 2020. The Future of Corporate Coaching: Guiding Leaders through Organization-Wide Transformation in a Digitally Accelerated World. White Paper., s.l.: Center for Creative Leadership.

Jones, K. D. & Ringler, M. C., 2020. Preparing principal candidates to be instructional leaders through virtual coaching preservice teachers, s.l.: Journal of research on leadership education, 15(2), pp.87-108.

Lewis, T. E. & Jones, K. D., 2019. Increasing principal candidates’ self-efficacy through virtual coaching, s.l.: Journal of Organizational & Educational Leadership, 4(3), p.4.

Tsakanikas, V. D. et al., 2020. Evaluating the Performance of Balance Physiotherapy Exercises Using a Sensory Platform: The Basis for a Persuasive Balance Rehabilitation Virtu, s.l.: s.n.

Zimmer, W. k. & Matthews, S. D., 2020. A virtual coaching model of professional development to increase teachers' digital learning competencies, s.l.: Teaching and Teacher Education, 109, p.103544.