Managing Staff Of A Union Environment

1857 Words8 Pages
Managing staff in a union environment may present challenges. Secondary to a 1975 United States Supreme Court decision, NRLB vs. J. Weingarten, Inc. 420 U.S. 251, discussions with employees who are members of a union, in which that conversation may result in discipline, require the manager to provide the employee with union representation during investigatory interviews if it is requested (Phillips, 2015). Therefore, managers may not possess the opportunity to have crucial conversations in a timely manner secondary to a delay associated with bringing together the appropriate parties for a meeting. It is through a collaborative effort by Human Resource partners and union representatives that employee grievances are addressed and resolved. If the parties are unable to reach an agreement, an arbitrator may be employed to settle the issue. Nearly all employee complaints are handled via the HR/Union collaborative process and no formal tracking of protests or concerns is in place. One of the functions of Human Resources (HR) entails regulatory compliance associated with for example, the Fair Labor Standards Act, which covers minimum wage requirements and rights to overtime pay. Failure to compensate employees for all time worked can lead to costly lawsuits, therefore, HR must assure it is following this act (Silberman, 2016). In addition, the Federal Civil Rights law compliance, which requires hiring practices that assure the organization is not practicing discrimination based on
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