Benefits Of Workers At Carolina Plant

Problem Identification - The most critical issues involved in managing and implementing the changes at the Jackson plant include a new plant, new methods and processes, and changed relationships. The new plant will also have the inherent vagaries of starting up new equipment and the associated learning curve for the operators. If this learning curve is not addressed aggressively, any expected gains in productivity could be lost. I would suggest the creation of plant simulators and a requirement that all operations employees be trained on the new operation. The new methods, processes and materials could pose a problem for operations. The old plant has been running for many years and there is a wealth of experience within the operators. Most of the work force has “grown up” in that plant and may be resistant to change. If the workforce feels that the new methods and processes are too cumbersome, they may try to circumvent the new methods and revert to the old methods. This would negate the reason for building the

If Avie is required to lay off some employees hired for the third shift, the best way to determine who should be laid off is based on seniority and/or ability. The ability of employees to change jobs and learn new skills, along with their performance is heavily weighed when making layoff decisions. Since Avie is not unionized, layoffs to senior employees can still occur. The practice of using seniority as the basis for layoffs may have an impact on women and minority groups who often have less seniority than others.

4. Location of the new plant: 0 points.  Here we would have to strongly consider if we could relocate the plant given that we could hire new workforce under completely new agreements. The biggest disadvantage that we have currently is that the workers are being overpaid, and reducing their salary would affect their

A news release on the NLRB website demonstrates a real life example of a potential violation of the NLRA. The news release describes how well known aircraft manufacturer, the Boeing Company has decided to establish a second non-union production line for its 787 Dreamliner airplanes. This normally wouldn’t be an issue but the company’s main production line is in a union facility. Boeing stated that the reason they decided to use the non-union plant was because

However, the ruling in this case and others like it prove that employers can, in fact, be bound by articles written in an employee handbook when disciplining or discharging an employee. An abysmally written handbook can greatly jeopardize an employer’s right to terminate at will. Trends show that courts are increasingly acknowledging enforceable promises in the past employment practices of firms, in employer handbooks and in oral commitments. In addition to including an at-will disclaimer in employee handbooks, employers should also require employees to sign an acknowledgment confirming that they understand and agree to employment-at-will and that at-will employment can at any time be modified by a written agreement. Personnel manuals should explicitly state that the employer reserves the right to terminate employment at will. All written policies should also be free of any language that could be considered as a guarantee of job security. To be sure that these common pitfalls are avoided employers must retain the service of a labor attorney to draft and air-tight employee manual and acknowledgment

29 U.S.C. §§ 151-169 (2015). The NLRA enables workers to engage in concerted action free from employer coercion, retaliation, and to bargain collectively with their employer. Id. See also Richard B. Freeman, What Can We Learn from the NLRA to Create Labor Law for the Twenty-First Century? 26 ABA J. LAB. & EMP. L. 327, 327 (2010). Freeman notes that “[t]he NLRA intended to replace the costly organizational fights that historically marred U.S. labor relations with a ‘laboratory conditions’ electoral process . . . .” Id. It also was meant to bolster the economy, facilitate labor peace, and create more jobs. Id.

Else could have reduced the salary for all the employees for few months and this could have motivated the employees to work more to increase productivity and to save their jobs. So proper procedures to downsize with fairness all around or other plans could have been ideal instead of discriminating and ending up in a legal suit spending more money than saving any.

The company has the right to terminate an employee as long as the termination does not discriminate or

Small businesses are generally left with no choice to dismiss a specific amount of employees from their company, so they can meet

Re-designing the termination form and process procedure. The HR department should be involved in the sign loop, employees should maintain the reason of leave and no revise of the termination form is allowed. For the process procedure, all termination forms should be feedback to HR department and the employees should have the interview with HR department as well.

Opposition from Unions in different subsidiaries against the layoff could cause serious problems like high severance package and possible strikes

The National Labor Relations Act (NLRA) started in July 1935 to protect the rights of employees, rather, they be union or nor-union employees (Pozgar, 2012). The employees are protected under the Act or may employ in bubble-like, rigorous goings-on in situations other than the customary union organizations and cooperative bargaining. The National Labor Relations Board regulates the employers from interfering with the rights of the employees to implement or organize and join with a groups that offers assists with collective bargaining purposes like organization union or joining one (Pozgar, 2012). The employer may not restrain, coerce or stop employees

Downsizing is never easy on the Human Resource department. In fact, if not handled properly, it could be detrimental to the overall organization. Here are some challenges that come along with downsizing: Addressing the shifting morale and needs of the surviving employees, maintaining the productivity and profitability of the organization, and retaining skilled, and qualified employees.

A corporation needs to have a strategic plan in place in order for them to be able to implement a downsizing. There are many pros and cons to downsizing and it has a ripple effect on everyone in the corporation. Depending on the planning of the downsizing, one of the big issues to decide on is how to choose who will be terminated. For example, do you go by seniority, a percentage from all departments, an entire department, or by job level or position? These are major options that need to be addressed before anything happens. Most corporations today exist less for the well being of employees than they

Downsizing has become a commonplace strategy for organizations to adopt in an effort to cut costs, eliminate redundancies, and streamline organizational systems. Over the last 15 years, many organizations have engaged in downsizing more than once. Most companies have learned from the mistakes of the past, but some companies are still trying to use the same tactics today that were used in the mid 1980s, that leave employees reeling.