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Sexual harassment within the workplace
Forms of harassment at work places and their remedy
Sexual harassment within the workplace
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Code of discipline states guidelines and obligations for the various stakeholders- management, workers and union to develop harmonious relationship. Code of discipline was stipulated in 1958. Code is applicable to both private as well as public sector companies. Code is not enforced by any legal act and it should be voluntarily followed by each stakeholder. Therefore this code has only moral sanctions. It has emerged as a result of consensus between various parties (management, employees and trade unions). Code just states a discipline has to be maintained by each stakeholder while dealing with each other. Under the code of discipline management is also expected to recognize trade union. Thus code is applicable to both management and workers/union; …show more content…
• Recognition of Union by the management to represent workers and their rights
Importance of discipline must be felt by each stakeholder since it is the joint responsibilities of both workers and management. For successful implementation of code of discipline management as well as union must work together in consensus. Under the code of discipline both management and union need to agree on various points mutually and individually. Details are given below:
Guidelines for Management as well as
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Being more powerful may result in exploitation of other party. To avoid that possibilities code of discipline has certain guidelines specific to the management. These guidelines strengthen bargaining power of labors while negotiating with management. Management cannot decide to increase the workload of workers without getting consensus from workers or their representatives. Management has to negotiate with workers if they deem to increase their compensation for increased work. Similarly management has to issue notice to those workers against whom disciplinary actions were taken and management cannot discriminate among workers and cannot ask them to leave the company without prior notice. Management should set up procedures to settle the grievances of their workers and allow them to appeal against decisions which they feel are against them. Management should not interfere in the working of trade unions or workers who want to join unions. They should not try to abuse their power to harass workers associated with union. This code definitely seems to favor union; however it does not restrict management from taking disciplinary actions against those employees against whom charges have been verified in the
From the UAW website, being in a union allows for all disciplinary infractions are subject to grievance procedures and arbitration, depending on the contract (United Auto Workers, 2015). GMFC should create a discipline and termination policy where if employees feel the anything is unjust they can voice their concerns and go through a process where both sides are heard and considered (Colvin, 2013). If times do become tough and there needs to be an employment reduction, GMFC needs to have a policy in place to try and redistribute employees to other facilities or cross train employees so that they can share jobs and split
History shows that there has been conflict of power within the workforce between union and management. This essay will discuss if management should have the right to determine whether a union should operate within their workplace. It is necessary first to discuss the roles of unions and management in the workplace and discuss both points of view on the power distribution between unions and management in the workplace.
“Unions are about collective leverage, the power of numbers versus the power of capital” - Canadian entrepreneur, Kevin O’Leary. The American workplace has not always provided protections for employees. Until the early 20th century business owners held all of the power in the employee/employer relationship. Workers were subjected to extremely long hours, low wages and dangerous working conditions, with no recourse or protections. Organized labor over the last century challenged the position and power of employers and lobbied the government to create laws and policies that would protect workers and create safer working environments for employees. The majority of policies that today’s average employee takes for granted, such as the eight
Labor Unions have been around for since the 1750’s. A union is “ a legally constituted group of individuals working together to achieve shared, job- related goals, including higher pay and shorting working hours ( Denisi Griffin 2015)”. Labor unions work with the employees to get the rights that they believe they deserve. The three laws that impacted unions was the Wagner Act of 1935, the Taft-Hartly Act, passed in 1947 and the Landrum Griffin Act of 1959. The Wagner Act was passed to help put unions “on equal footing as managers for rights of employees” (Denisi, Griffin, pg. 246). This law help to set up National Labor Relations Act and helps to administrate union laws. The Taft-Hartly Act of 1947 was passed to “limit union practices ( Denisi, Griffin, pg. 247) “and it also outlawed “closed shop (
The merge of Suncor, Petro-Canada resulted Suncor Corporation, Suncor article of organization indicates that the company resulted from an amalgamation, under section 185 of the Canada Business Corporations Act. The minimum number of directors are 8 and the maximum are 15.
Unions are voluntary associations joined by workers. The Combination Act of 1800, which hindered the growth of unions, states that every workman's goal, who are entering into any combination should not be obtaining an advance of wages, or to lessen or alter the hours, or influencing any other to quit his work. Any workman who did so shall be committed to jail (Doc 1). Although the Combination Act of 1800 prevented the growth of unions, Ralph Chaplin believes that a worker should join the union. He states that there can be no power greater anywhere beneath the sun, but the unions, which makes it strong (Doc 2). Since there's so many workers working in bad conditions, the labor laws came to action.
To drive profits a manager may not always have the employees wellbeing in mind. Unions, on the other hand are not concerned with profits and can make it difficult for management to run the company the way it needs to be run. Both parties can agree on working toward a safe and productive work environment. This would benefit both parties by having happy, productive
Even though the very purpose of a union is to defend the interest of its members, the company could also use the instrument to promote the official point of views of the company’s management. In clear, the union and the management could work in good intelligence to promote the interest of worker and the interest of the company. Generally, the problem between management and union come when they one as another as an adversary and not as a partner. To be more constructive and create a working atmosphere profitable for both parties, union and company’s management need to work side by side to address real problems. Thus, worker must understand that the best job security for them comes primarily from the existence of the company and so their union should not be a mean for jeopardizing the company’s purposes. Similarly, the management must also understand that he will not achieve his annual goals unless the workers are well treated and the condition of work meet the standards set by official rules and regulations. This is a clear psychological contract between the company and it workers. The success of the company depends heavily on the respect of that psychological contract. Personally, I will play the role of a mediator between my boss and the worker who want to unionize and explain. I will clearly explain to my boss the benefit of having a union in the company and also explain to the worker the necessity to help the company increase it performance by working harder. And the union should not be a tool for undermine the efforts of the management to achieve better
While managers must discipline employees for organizational behaviors from time to time, what are some of the challenges one faces; and what type of plan of action can one implement to put an end to the issues being presented. So, what is discipline, it’s a way for manager to instill learning, by helping one to improve their behavior; through that of corrective actions. Although, discipline has been classified as being harsh and unjustifiable towards employees not meeting company standards, and can be avoidable, others feel its beneficial in helping to improve one’s behavior through that of using corrective actions; instead of punishing them for their mistakes. However, for this concept to be the best alternative, managers need to approach the situation head on and quickly for it to be
Under Armour also enforces ‘discipline’ under the Administrative Management and have formal set of rules and regulations from Bureaucratic management. For example, in Under Armour’s Code of Conduct (n.d.), the employees of Under Armour have the responsibility to comprehend and follow policies stated by the Code of Conduct together with the ethics and laws of countries their businesses are in and conditions stated in agreement of employment. One of the conditions stated by Code of Conduct is that harassment will not be taken lightly to ensure workplace safety. Disciplinary actions will be taken by the Global Ethics & Compliance team when any Under Armour employee violates the
Personnel problems often have a way of leaking into your employees’ work lives. People are often distracted by the things that affect them outside of the workplace. This causes the individual to lose focus on the important things such as getting the responsible assignments done. Difficult people in the workplace come in every conceivable variety. These coworkers would talk constantly, and never listen. Some just have to have the last word; they criticize and compete with you for power, privileges, and the spotlight. Disciplining employees is a necessary matter in each organization. Effective discipline can help to correct employee behavioral issues and can increase productivity.
to enforce the standards, without the standards the discipline is out the window and useless.
According to C.M. Charles, the author of "Building Classroom Discipline," the definition of discipline is, "what teachers do to help students behave acceptably in school (1999,p3)." Discipline is associated to misbehavior, wherever misbehavior is found, and discipline is needed. The main goals of discipline are to prevent, suppress and redirect misbehavior. Students can also be cruel and disruptive, which can deny the purpose of learning in the classroom. Another goal of discipline is to help students control their own behavior in and outside the classroom (Charles, 1999). My own definition of discipline is using any means necessary to keep a classroom organized, productive and accessible for learning. Discipline is necessary in a classroom, to give students an opportunity to learn to there fullest. Without discipline, the classroom would be a place where teachers could not perform their job but a place for them to baby-sit misbehaved children.
In an effort to address the burred and rough spots found by Quality Control on several defective panels, upper management uncovered several poor managerial decisions and employee relations issues. In order to stay competitive within the automotive industry, the company must make some major decisions. A decision to support one of their line supervisors’ decisions of disciplining an employee could cause a potential strike. Although, a decision of not supporting their line supervisor could potentially avoid a strike and paint a positive image in the company.
The theory holds work to be governed by a wide range of formal and informal rules and regulations, which cover everything from recruitment, holidays, performance, wages, hours, and a myriad of other details of employment. It asserts that these rules are what industrial actors try to determine, that their establishment is influenced by the wider environmental context in which the actors operate, and that the actors themselves share an interest in maintaining the processes of negotiation and conflict resolution. On the back of these assertions four elements are held to make up the system of industrial relations rule-making. The first is industrial actors, which consists of employers and their representatives (i.e., employer associations), employees and their representatives (i.e., trade unions), and external agencies with an interest in industrial relations (i.e., government departments and labour courts). The second is the environmental context, which