Writen Assignment# 4

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Running head: HUMAN RESOURCE ORGANIZATION: CLOSING CASE 1 Human resource organization: Closing case Name: Robert Asika Institution: Berkeley College

HUMAN RESOURCE ORGANIZATION: CLOSING CASE 2 Human resource organization: Closing case 1. Do you think the Harley deal was too one-sided? Why or why not? Harley deal should not be considered one sides since both parties involved sacrificed and consequently, they also benefited or rather profited from the deal. Harley had the leverage of ensuring that the York plant gets shut down and eventually move to another location (Kentucky) having obtained a deal that was considerably better. However, Harley does not do so. Besides, the union managed to get a guaranteed seven year deal with regards to full time workers particularly during a period characterized by numerous numbers of jobs in the United States of America not being safe. Moreover, following the modernization of the company (factory), a lot of benefits were realized. For an instant, more advanced and safer jobs were likely to open up following the modernization process in comparison to those that were previously available. It is also prudent to comprehend that the deal played a crucial role in saving the branch instead of accommodating the workers. Similarly, there were not only several cutbacks but also layoffs when compared to positions that were secure. Only about seven hundred and fifty managed to keep their jobs since there were no impacts. But, the union also voted for the new agreement to be passed thus demonstrating that the deal was fair and just before them. It is worth noting collective bargaining usually plays a crucial role in uniting employees around mutual objectives which allow them to combine their efforts towards the negotiation of better deals such as benefits, working conditions, and wages. Union representatives and the management often have responsibilities during the process ( Tomal & Schilling, 2013).

HUMAN RESOURCE ORGANIZATION: CLOSING CASE 3 2. If you were a Harley or GM employee and union member, would you have voted for the new deal? Why or why not? It would not have been wise to vote in for the new deal following the fact that each individual was likely to feel drawbacks from it. Suppose, I were among the seven hundred and fifty employees that managed not only to keep their wages but also their benefits, then there are higher chances that the survivor’s guilt with regards to the situation would have engulfed me. This emanates from the guilt that some of my colleagues that could be providing their services to the company or rather the factory would not have their jobs. Moreover, even if some of them would have been incorporated to be among the two hundred and fifty casual workers, the guilt would not have gone since they would not be capable of working enough to enable them offer the best to their families. Similarly, these feelings would have remained so particularly to the new employees that would commence working at the company because their remunerations would likely be lower in comparison to the seven hundred and fifty workers that remained the same. 3. Do you think it is appropriate for a government entity (e.g., the state of Pennsylvania) to take an active role in union-management negotiations? Why or why not? It was imperative for the government entity to play an active role for this case concerning the negotiations between the management and union. Closing the York factory were among the options that were tabled with the aim of moving everything to Kentucky. Through being actively involved in the negotiations between the management and the union, the state of Pennsylvania demonstrated to the York factory and Harley that they were in support of the

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HUMAN RESOURCE ORGANIZATION: CLOSING CASE 4 factory being in that particular state besides having the hopes that the firm would be prosperous in future. The state had the desire to upgrade this factory, as well as, train new workers with the money (about $15 million) that they offered. Consequently, this is vital for the company’s future since, in the event of another financial crisis occurring, then it would not be subjected to a shut down as they would be having the latest technology including best trained talented workers to help in keeping it operational. References:

HUMAN RESOURCE ORGANIZATION: CLOSING CASE 5 Tomal, D. R., & Schilling, C. A. (2013). Managing human resources and collective bargaining . Lanham : Rowman & Littlefield Publishers, Inc

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