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BUS 393 Chapter Notes - Chapter 10: Equal Pay For Equal Work, Parental Leave, Unemployment Benefits

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sapphirecamel170
25 Oct 2012
School
Simon Fraser University
Department
Business Administration
Course
BUS 393
Professor
Shafik Bhalloo

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Document Summary

The employment rela onship involves a contract in which the employee agrees generally to serve the employer, who has the right to supervise and direct. Can be an independent contractor or an employee. Commit to not working in a par cular geographic area or industry a er leaving the posi on for a reasonable amount of me. Prohibits a depar ng employee from solici ng clients/customers of the previous employer. A empts to keep the former employee out of the business. If there is just cause, there is no requirement for an employer to give no ce before dismissal. Reasonable accommoda on must be provided to disabled workers. The employer breaks the contract or the nature of the job is changed without consent. Compensa on for wrongful dismissal is based on no ce that should have been given. The employee has an obliga on to mi gate losses and try to nd another job.

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Related Questions

Identify which human resources management activity is being illustrated in the following examples:
 
HR management activities:
staffing  compensation & benefits training & development 
compliance  employee relations  
 
1) _________ An HR manager consults with an employee about her continuing education options.
2) _________ An HR manager solves a paperwork snag involving an employee's paycheck.
3) _________ A supervisor conducts a workshop on haw tn properly dispose of a certain chemical.
4) _________ An HR manager conducts an exit interview with retiring employee
5) _________ An HR manager mediates a conflict between an employee and his. 6)
6) _________ A manager conducts job orientation for several new employees.

Case Study - 5

Breaking The Bargaining Pattern

Gilson steel is a local fabricating and supply firm. Situated in open country, far from the large steel making centers. The firm has been in business many years. About the third of employees have worked in the organization for more than ten years. Top management would like to get away from the current practice in which negotiations on wage matters and fringes follow the pattern. The firm’s president feels that industry – wide bargaining tends to divorce employees from the firm. He thinks they feel that their employer is a combination of U.S steel and bethlem steel instead of Gilson. He argues that the local firm which has prospered can do better by employees than is possible in national pattern. He says that the local conditions should be considered. His basic objection to current practice, however, is his conviction that it tends to divorce its employees from local employer. The labor relations manager has been urged to try negotiating terms at variance with the national pattern.

 Answer the following questions: ·

  1. What theory and policy do you read into the president’s suggestion? ·
  2. How will his ideas fit into the existing pattern of public union policy? ·
  3. Can you suggest a promising innovative approach?
To implement a policy of empowerment, the organization will restructure so that: 
 
A. managers have more responsibility and employees learn to follow directions.
B. employees assume more responsibility.
C. workers agree to work overtime without extra pay.
D. an entire level of management is removed from the organization.