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Students will provide a summary of the key lessons learned during the negotiating process of this course as well as a reflection on the other course outcomes. Below are specific points to include in the paper:

What is the role of management and unions in society today? How has this changed in the last 100 years?

How does the history of unions and the collective bargaining process impact negotiations today? What are some of the current trends or problems in labor relation practices?

Would this negotiation process differ if it involved a public compared to a private-sector union? Please explain.

How has this exercise increased your understanding of the collective bargaining process? What is your assessment of the value of mediation and arbitration in this process?

Explain the value of the various organizational leadership competencies (communication, problem solving, teamwork, analytical skills, legal and ethical practices, strategic approach, and research) that are important to be successful in this type of negotiating process.

Final Submission: Summary of Labor Relations Principles Paper
In task 7-2, students will provide a summary of the key lessons learned during the negotiating process of this course as well as completion of the two milestones above. The paper needs to be centered around the broad topic of building a relationship between management and labor and not a personal reflection on their own negotiating process

Here is the Management’s final proposal as we have reached a
tentative agreement with the Union.
Article 37 – Overtime
A. The Employer agrees to an equitable distribution of
overtime. Overtime will be assigned for accomplishment to those
employees in an organizational unit where the overtime has become
necessary and who would normally perform such work during a regular
duty assignment. Overtime is the sole responsibility of the
organization supervisor. The Employer will not be restrained from
giving consideration to matters of health and differences in individual
productivity where supervision is either restricted or absent, special
skills, requirements, and continuity of work.
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The Employer shall make every reasonable effort to
decrease the amount of bargaining unit work done by
supervisors. In addition, supervisory employees shall only do
bargaining unit work under the following circumstances: in
cases of emergency; when necessary to provide break
and/or lunch relief; to instruct or train employees; to
demonstrate the proper method of accomplishing the tasks
assigned; to avoid mandatory overtime; to allow the release
of employees for Union or other approved activities; to
provide coverage for no shows or when the classification
specification provides that the supervisor does, as a part of
his/her job, some of the same duties as bargaining unit
employees.
Except in emergency circumstances, overtime opportunities
for work normally performed by bargaining unit employees
shall first be offered to those unit employees who normally
perform the work before it may be offered to nonbargaining unit employees.
•
•
•
•
Planned or scheduled overtime shall be on a voluntary basis.
Regular employees who wish to participate in
planned/scheduled overtime shall sign up for such overtime
on the posted notices, which shall be posted monthly.
Overtime lists shall be developed from the regular
employees who sign up on the posted notices. Placement
on the list shall be assigned first on a rotating basis among
all qualified regular employees within the department.
Overtime work that is scheduled in advance, or which
requires regular employees to be called in for unscheduled
work shall be assigned first on a rotating basis among the
members within the classification who normally perform the
work among all qualified regular employees within the
department who have signed up for overtime in accordance
with the section above. If the overtime situation requires
additional regular employees to be assigned, then such
assignments shall be made among qualified regular
employees from the overtime list in accordance with the
above section.
If all bargaining unit employees refuse the overtime duties
or are otherwise ineligible, the organization supervisor shall
offer the overtime duties to non-bargaining unit employees,
who have agreed to be placed on an alternate overtime
duty list. If no employee accepts the overtime duties and/or
in cases of emergency, the organization supervisor may
make other arrangements, such as implementing
management coverage.
Any regular employee who accepts an overtime assignment
who fails to work or calls out of work the following day
without an acceptable excuse will be bypassed until the
rotating cycle among regular employees on the overtime list
has been completed twice and his/her turn is due again.
B. The Employer agrees that unless it gives written notice, neither it
nor any function will unilaterally take or permit action that will
arbitrarily extend the normal workday without paying overtime or
compensatory time, as applicable. Similarly, it is expected of the
employees that they will not take any action that will arbitrarily extend
normal workdays including slowing down the pace of work, forcing
other employees to slow down their pace of work, and calling in sick
unnecessarily.
•
•
•
•
A monthly calendar shall be posted to inform employees of
the need for overtime duties. The calendar shall be updated
on a weekly basis, or more often as the need arises.
Overtime is never guaranteed and should not be expected,
nor will any pyramiding of overtime be permitted. All
overtime must be assigned or approved in advance by a
supervisor.
Additionally, to ensure proper rest and to support the safety
and wellbeing of our employees, the max number of hours
an employee can work in a 24-hour period is 16 hours.
C. The Employer agrees to give first consideration to bargaining unit
employees in the assignment of overtime before assigning such duties
to non-unit employees. Such consideration will include health and
safety factors, budget constraints, and employee qualifications.
•
•
Overtime duties shall be offered to bargaining unit
employees in order of seniority and based on assignment
criteria and/or eligibility. If all bargaining unit employees
refuse the overtime duties or are otherwise ineligible, the
organization supervisor shall offer the overtime duties to
non-bargaining unit employees, who have agreed to be
placed on an alternate overtime duty list. If no employee
•
•
accepts the overtime duties and/or in cases of emergency,
the organization supervisor may make other arrangements,
such as implementing management coverage.
Assigned bargaining unit employees may mutually exchange
assignments with other eligible bargaining unit employees
or eligible non-bargaining unit employees on the alternate
overtime duty list by notifying the organization supervisor at
least 24 hours in advance. If the bargaining unit employees
exchange assignments, they shall remain in their assigned
placement on the official duty list.
If for any reason the department is unable to staff for the
above-mentioned overtime, the regular employee with the
least classification seniority must make himself or herself
available for such overtime work if the regular employee
with the least seniority is unavailable for a legitimate reason,
then the overtime will be assigned to the regular employee
with next lowest classification seniority. The intent of this
section is that overtime shall be assigned to regular
employees in the reverse order of classification seniority.
OL 318 Final Project Guidelines and Rubric
Overview
The final project for this course is a research paper that covers the key principles and practices of labor relations. The purpose of this project is to apply the
knowledge and skills gained throughout this course to actively negotiate and agree upon portions of a collective bargaining agreement. Additionally, students
will have the opportunity to role-play in actual negotiation sessions and will take turns as representatives of both labor and management.
The final product represents an authentic demonstration of the skills and knowledge gained in this course as represented by the five course outcomes, and
affords students the opportunity to demonstrate how they apply course objectives to the course outcomes. It provides students with critical-thinking skills
needed to come to a collaborative agreement while considering the various interests of others.
In this assignment, you will demonstrate your mastery of the following course outcomes:
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An appreciation of the role of management and unions in society
An understanding of the historical precedents and current trends and problems underlying labor relations practices
A framework for analysis of our labor relations system in both the public and private sectors
Skills in applying this framework in collective bargaining, grievances, arbitration, and mediation
Assist students to further develop competencies in: Communication, Problem Solving, Teamwork, Analytical Skills, Legal and Ethical Practices, Strategic
Approach, and Research
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Four and Six. The final project will be submitted in Module Seven.
Prompt
Specifically, the following critical elements must be addressed:
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What is the role of management and unions in society today? How has this changed in the last 100 years?
How does the history of unions and the collective bargaining process impact negotiations today? What are some of the current trends or problems in
labor relation practices?
Would this negotiation process differ if it involved a public compared to a private sector union? Please explain.
How has this exercise increased your understanding of the collective bargaining process? What is your assessment of the value of mediation and
arbitration in this process to create a collaborative, win-win outcome?
The purpose of a collective bargaining agreement – why is this document important and how detailed should it be?
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Explain the value of the various organizational leadership competencies (communication, problem solving, teamwork, analytical skills, legal and ethical
practices, strategic approach, and research) that are important to be successful in this type of negotiating process.
Milestones
Milestone One: Short Paper: Collective Bargaining—Employee Safety
In task 3-1, students will participate in a group discussion to simulate negotiating an actual collective bargaining agreement, and in task 4-2, they will write a
short paper that reflects on the negotiating process. This milestone will be graded with the Milestone One Guidelines and Rubric document. Feedback should be
applied to the follow-on milestone and final project.
Milestone Two: Short Paper: Collective Bargaining—Employee Wages and Benefits
In task 5-1, students will participate in the second group discussion to simulate negotiating an actual collective bargaining agreement, and in task 6-2, they will
write a short paper that reflects on the negotiating process. This milestone will be graded with the Milestone Two Guidelines and Rubric document. Feedback
should be applied to the final project.
Final Submission: Summary of Labor Relations Principles Paper
In task 7-2, students will provide a summary of the key lessons learned during the negotiating process of this course as well as completion of the two milestones
above. The paper needs to be centered around the broad topic of building a relationship between management and labor and not a personal reflection on their
own negotiating process (this reflection was covered in Milestones One and Two).
Deliverable Milestones
Milestone
Deliverables
Module Due
Grading
1
Short Paper: Collective Bargaining—
Employee Safety
Short Paper: Collective Bargaining—
Employee Wages and Benefits
Final Submission: Summary of Labor
Relations Principles Paper
Four
Graded Separately, using the Milestone One Guidelines and Rubric
document
Graded Separately, using the Milestone Two Guidelines and Rubric
document
Graded Separately, using the Rubric below
2
Six
Seven
Final Project: Research Paper Rubric
Requirements of submission: Written components of projects must follow these formatting guidelines when applicable: double spacing, 12-point Times New
Roman font, one-inch margins, and discipline-appropriate citations.
Critical Elements
The Role of
Management and
Unions in Society
Historical Precedents
and Current Trends
Labor Relations as a
System
Collective Bargaining
Exemplary (100%)
Clearly analyzes the role of
management and unions in
society today and explains how
they have changed in the last
100 years with several wellreferenced, key examples
Identifies the key milestones in
the history of unions and the
collective bargaining process
and the main factors of how it
impacts negotiations today,
including predicting several
important current trends or
problems in labor relation
practices
Evaluates with clearly defined
examples how this negotiation
process would differ if it
involved a public compared to
a private-sector union
Details and elaborates on how
this exercise increased
understanding of the collective
bargaining process; clearly
assesses the value of
mediation and arbitration in
this process with references
Proficient (85%)
Analyzes the role of
management and unions in
society today and explains how
they have changed in the last
100 years with several key
examples
Identifies the history of unions
and the collective bargaining
process and how it impacts
negotiations today, including
predicting some of the current
trends or problems in labor
relation practices
Needs Improvement (55%)
Provides a basic analysis of the
role of management and
unions in society today and
partially explains how they
have changed in the last 100
years with no examples
Partially identifies the history
of unions and the collective
bargaining process and how it
impacts negotiations today,
including predicting at least
one current trend or problem
in labor relation practices
Not Evident (0%)
Does not adequately analyze
the role of management and
unions in society today and/or
does not explain how they
have changed in the last 100
years
Does not identify the history of
unions and the collective
bargaining process and how it
impacts negotiations today;
does not predict some of the
current trends or problems in
labor relation practices
Value
15
Evaluates how this negotiation
process would differ if it
involved a public compared to
a private-sector union
Partially evaluates how this
negotiation process would
differ if it involved a public
compared to a private-sector
union
Details some elements of how
this exercise increased
understanding of the collective
bargaining process; moderately
assesses the value of
mediation and arbitration in
this process
Does not evaluate how this
negotiation process would
differ if it involved a public
compared to a private-sector
union
Does not detail how this
exercise increased
understanding of the collective
bargaining process; does not
assesses the value of
mediation and arbitration in
this process
15
Details how this exercise
increased understanding of the
collective bargaining process;
assesses the value of
mediation and arbitration in
this process
15
20
The Collective
Bargaining Agreement
OL Competencies
Submits copies of all CBAs and
personal accounts of each
negotiating process with
insightful comments on the
negotiations showing a highlevel understanding of course
concepts
Thoroughly explains the value
of the various organizational
leadership competencies
(communication, problem
solving, teamwork, analytical
skills, legal and ethical
practices, strategic approach,
and research) that are
important to be successful in
this type of negotiating process
Submits copies of all CBAs and
personal accounts of each
negotiating process with
required details
Submits most copies of CBAs
and personal accounts of each
negotiating process with some
required details
Submits none or few copies of
CBAs and/or personal accounts
of each negotiating process
with few or no required details
20
Explains the value of the
various organizational
leadership competencies
(communication, problem
solving, teamwork, analytical
skills, legal and ethical
practices, strategic approach,
and research) that are
important to be successful in
this type of negotiating process
Moderately explains the value
of the various organizational
leadership competencies
(communication, problem
solving, teamwork, analytical
skills, legal and ethical
practices, strategic approach,
and research) that are
important to be successful in
this type of negotiating process
Does not adequately explain
the value of the various
organizational leadership
competencies (communication,
problem solving, teamwork,
analytical skills, legal and
ethical practices, strategic
approach, and research) that
are important to be successful
in this type of negotiating
process
Earned Total
15
100%

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