Chapter 36

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CUNY Queens College *

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Management

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Nov 24, 2024

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Kevin Rosas Chapter 36 1. Due to a number of causes, there is a rise in the unionization of healthcare professionals despite a decline in union membership overall. First, there has been substantial expansion and change in the healthcare sector, which has increased stress and work discontent among healthcare professionals. This may encourage them to join a union in order to secure greater pay, benefits, and patient care. Second, unlike positions in other industries, healthcare jobs cannot be as easily automated or exported, making them more stable and desirable to unions. Last but not least, unions have been concentrating on organizing in industries like healthcare where there are numerous workers who can profit from collective bargaining. 2. The premise that management's actions and policies have a considerable impact on employees' attitudes toward unionization underlies the assertion that the majority of union elections are won or lost by management long before a union ever manifests itself. Employees may perceive less of a need for a union if management promotes a positive work environment with fair compensation, good working conditions, and open communication. Conversely, workers may be more likely to seek union representation if they feel underappreciated, abused, or neglected. Therefore, before a union election even takes place, how management treats its workforce might influence the outcome. 3. Although noneconomic problems frequently motivate workers to form unions, the majority of demands made at the bargaining table are economic in character because these are the issues that are most concrete and immediately impact workers' livelihoods. It is simpler to bargain on matters like salary, benefits, and working hours since they are specific and tangible. However, non-economic concerns like job security, working conditions, and respect and dignity at work are frequently the driving forces behind employees' initial requests for union participation. Through contractual clauses or other economic demands, these difficulties may be subtly addressed. 4. Due to formal and legal requirements, decertifying a union is frequently more challenging than electing one. Once a union is established, decertification is prohibited for a specific amount of time. Employees without legal counsel may find the decertification procedure to be intimidating due to its complexity. Additionally, unions can utilize their power to persuade workers of the advantages of continuing to be members by fending against decertification initiatives. Finally, workers may worry about facing consequences if they decertify the union or fear retaliation. As a result, despite their displeasure, employees sometimes find it more difficult to decertify a union than to elect one. 5) Threatening:

1. A boss explicitly informs a worker that their employment is at risk if they back a union or cast a unionization ballot. This is a direct threat used to sway the employee's decision to support the union. 2. A manager claims that if a union is elected, the business will close the location or move. This is an attempt to instill fear about the effects of unionization by posing a shadowy danger to the job security of the employees. Interrogating: 1. During a break, a manager inquires about workers' opinions of the union or whether they have ever been to a union meeting. This inquiry is still improper interrogation, regardless of how casually it is asked. 2. The team leader requires all members to report any union related conversations or actions. This sort of interrogation can be intimidating because it is more official. Promising: 1. A manager promises a worker a promotion or salary increase if they abstain from voting for the union. The goal of this benefit offer is to sway the worker's opinion against joining a union. 2. In the event that workers reject the union, the employer promises to improve working conditions. This pledge aims to discredit the need for union representation. Spying: 1. A management attends a union meeting covertly in an effort to determine which workers are in favor of the union. This covert monitoring is spying. 2. To learn more about an employee's union-related activity, the employer keeps an eye on their social media accounts or email correspondence. Another sort of eavesdropping, this invasion of employees' privacy aims to obtain data that could be used to undermine unionization efforts. 6. This type of conflict is seen as innocent. The staff was genuinely unaware of the severity at the time. The supervisor shouldn't address the situation with them right away in such a case. Supervisors ought to hold a formal meeting in a public area, such as a conference room. Allow the employee to speak with the manager; the manager is not permitted to interject questions during the conversation. 7. Being a union member has both advantages and downsides. The following are the benefits of becoming a union member for an employee. First and foremost, the union contract safeguards the employee's job. Because of the employer's at-will employment policy, union members cannot be fired. Second, help the person obtain a better salary and additional perks. The management and trade union engage in collective bargaining for the interest of the workers. The following are some drawbacks of joining a union. Employees are generally responsible for paying union dues or fees. Not all workers will want to pay the dues to join a union. Employees also learn to be dependable. They are unable to make decisions on their own; the employee's choice must be

approved by the union. 8. The process of forming a union is thought to begin with the solicitation and distribution of union literature. The union may not organize if the company has a legal framework in place for soliciting members. The purpose of distributing union literature is to inform employees about the union that is active within the organization. The material may cover topics such as how unions operate, the advantages offered to employees, and previous instances of effective collective bargaining. This is crucial in encouraging the workers to choose the union they want to join. 9. Yes, it is crucial in persuading workers to make an informed decision about joining a union. The management may speak the following during the meeting. They can first tell from credible evidence that management and supervisors are opposed to the union. They might also demand that their employees look over the benefits offered from both the management and union sides in order to make a better decision. Thirdly, explain the advantages and potential costs of joining. Fourthly, they can ensure advantages that will only make unions unnecessary. Explain the erroneous information that the union is asserting, and then. These are the topics that management meetings during election season can cover. 10. Only when an employee requests advice or assistance from management can that response be absolutely limited to that particular type of assistance. They are unable to make the decertification request on the employees' behalf. However, they can refer them to the NLRB's relevant authority. The employee might be guided by management through the decertification procedure.

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Chapter 36

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