MHR 523 – Final Exam Notes - Human Resources and the text book

Human Resource Management is the leadership and management of people within an organization using systems, methods, processes and procedures that enable employees to optimize their contribution to the organization and its goals.

CHAPTER 7 – PLACING, DEVELOPING AND EVALUATING HUMAN RESOURCES

In order to ensure that a company utilizes its talent resources effectively it needs to manage a new employee’s gap between expectations and abilities, and the job’s characteristics starting with an effective onboarding and orientation.

Onboarding – the process of integrating and acculturating new employees into the organization and providing them with the tools, resources and knowledge to become successful and productive.

Onboarding outcomes: 1. Greater retention;2. Faster time to productivity;3. Increased motivation; and4. Increased engagement

Orientation – is an important onboarding activityPurposes of orientation:

1. Reduce employee turnover;2. Reduce errors and save time (start-up costs, new employees typically

less efficient) 3. Develop clear job and organizational expectations thus improving job

performance4. Attain acceptable job performance levels faster5. Increase organizational stability6. Reduce employee anxiety7. Reduce grievances8. Reduce instances of corrective discipline measures

Principles of Onboarding• Align to the mission and value• Connect to culture, strategic goals and priorities• Integrate across process owners• Apply to all employees

Onboarding starts before the first day of employment and carries into the entire 1st year.Topics of orientation: organizational issues (history, org chart, tour,etc.) , hr related issues (pay structure, benefits, sick and vacation days), role expectation and performance issues (job tasks, location, safety issues)

Socialization: the process by which people adapt to an organization through learning to understand and accept the values, norms, and beliefs held by others in the organization. Involves turning outsiders into insiders.

Evaluating the Effectiveness of Orientation Programs:1. Reactions from new employees2. Effects of socialization on job attitudes and roles3. Degree to which the program is economical4. Continued use of orientation resources

TRAINING AND DEVELOPMENT – A STRATEGIC TOOL One type of organization: Learning organization – it has an enhanced capacity to learn, adapt and change.

Human Resource development (HRD) – a part of HR management that integrates the use of training and employee and career development efforts to improve individual, group and organizational effectiveness.

Differentiating Training & Dev’t

Training Development

Time frame Short term - immediate Mid to long term

Focus of activity Current job/skill development Future roles and responsibilities/

Competencies development –

Multiple learning experiences

Range Individual Group/organization

Goal Enhance skills in current job Optimize potential – future development/growth opportunities

Examples of methods used Programmed instruction, role plays, job shadowing, simulation, self-study

Coaching, counselling, mentoring, conferences, case study, simulations, job rotations

Evaluation of Training & Development – reaction, knowledge, behaviour, organizational results (criteria)Purpose of Training – Training is an important part of a company’s long-term strategy because human capital is a company’s most important/valuable asset.

The Training System – benefits – skill development, self-development, stronger self-confidence, more effective handling of stress and conflicts and a sense of growth.

Training system:1. Needs assessment – a diagnosis that presents problems and future challenges that

can be addressed2. Training objectives – desired behaviour, conditions under which training will occur,

acceptable performance criteria (also need to develop evaluation criteria at this stage)3. Program content4. Learning principles – learning curve – participation, repetition, relevance, transference,

feedback5. Actual program6. Skills, knowledge and ability of workers7. Evaluation

Employee benefits: skill improvement, self-development, self-confidence, sense of growthEmployer/Organizational benefits: improved profitablit, improved morale, lower costs, better corporate image

Training techniques should be evaluated with the following in mind:1. Cost effectiveness2. Desired program content3. Appropriateness of the facilities4. Trainee preferences and capabilities5. Trainer preferences and capabilities6. Learning principles

Training techniques1. On-the-job training (OJT)2. Job rotation

3. Apprenticeships and coaching4. Off-the-job Training

a. Lectures and video presentationsb. Vestibule training and simulationsc. Role playingd. Case studye. Self-study and programmed learningf. Laboratory training

5. Web-based Learning/E-Learninga. Computer-based training using the internet/intranetb. Web-based delivery standards

i. Web/computer trainingii. Web/electronic performance support (online tools and databases)iii. Web/virtual synchronous (online meetings)iv. Web/virtual asynchronous (online classrooms)

c. Popular web-based toolsi. Blogsii. RSS (Rich site summary –eg. online publications)iii. Podcastsiv. Wikisv. Social networking websites

Benefits and challenges of online learning –

1. Is available to a new employee more often Offers new employee learning alternativesLess expensive once program has been developed

2. Time consuming to developCostly to develop – must be kept current

Learning Principles: Training objectives = Effective Learning when the following learning principles are applied:

1. Participation2. Repetition3. Relevance4. Transference (look up definition)5. Feedback

Employee development is the process of providing employees with opportunities to grow within an organization:Competencies – skills, knowledge and behaviors that distinguish high performance in a broad role, function, or level of the organization.

Steps to create Employee Development Plans (EDP)1. Assess employee needs2. Link competencies and skills to business goals3. Identify learning and development activities4. Determine resources5. Identify barriers

Development Strategies – 1. Cognitive (altering thoughts and ideas) 2. Behavioiur (change behaviour (hardest)) 3. Environmental - (strategies to change attitudes and values)

The environmental approach seems to be most promising. Training evaluation criteria:

a. Reactionb. Knowledge/skillc. Behaviourd. Organizational results

Evaluation Methodology - observation/test - training - repeat observation/test

Cost-Benefit analysis – analysis undertaken to assess the cost-effectiveness of a project or program. Costs – evaluator’s fee, travel and accommodation, overhead Benefit – increased productivity, reduced labour hours, reduced error rate, and reduced accident rates

Career Planning and Development – the process through which someone becomes more aware of their interests and needs, motivations, etc.

Factors affecting individual career choice – generational differences, values, abilities, attitude, fit The RIASEC Model – John Holland’s Occupational Types – Realistic, Investigative, Artistic, social, enterprising and conventional

Strategic HR Development – identification of essential job skills and the management of employee’s learning in relation to corporate and business strategies. Benchmarking – comparing to a standardEmployee Development – process of enhancing an employees future value through careful career planning

HR Dept and career planning –- Encourages management commitment- Devises communication plans through HR tools- Align HR process to facilitate career planning- Uses technology to support career planning efforts- Develops and promotable employees- Lowers turnover- Taps employee potential- Furthers growth- Reduces hoarding- Satisfies employee needs- Assists organizations meet legal requirements

Chapter 8 – Performance Management

Performance management is the use of performance data to effect organizational culture, systems, and processes, set goals, allocate resources, affect policies and programs and share results.Spearheaded by HR.

Use of Performance Appraisal info

Characteristics of effective performance management:• Performance objectives• Performance goals• Performance measurement• Output measures• Outcome measures

PM System Goals

• Transform organizational objectives into clearly understood and measurable outcomes

• Provide instruments for measuring, managing, and improving the success of the organization

• Include measures of quality, cost, speed to provide an in-depth, predictive system

• Shift to an ongoing, forward-looking strategic partnership between management and employees

Performance appraisalsBalanced scorecard – combines the performance measures of the total organization – integrates customers satisfaction, internal processes, learning and innovation

Use of Performance Appraisals• Feedback and performance improvement• Administrative decisions• Employee development and career planning• Criteria for test validation• Training program objectives• Job re-design

Key elements – the HR department usually develops performance appraisals for employees in all departments

• Centralization is meant to ensure uniformity in order to provide for useful results

• Employee’s immediate supervisor usually performs the actual evaluation

Appraisal systems – elements – characteristicsJob-related –evaluates behaviours that constitute job successPractical – understood by evaluators and employees

Have performance standards – benchmarks for measuring performanceHave performance measures – ratings used to evaluate performance

Performance measures – direct, indirect, objective, subjective

Characteristics of effectiveness (performance appraisal systems) - 1. validity, 2. reliability, 3. input into development, 4. acceptable standards,5. acceptable goals, 6. control of standards, 7. Frequency of feedback, 8.Rater training, 9. Rate training, 10. Input into interview process, 11. Appraisal consequences, 12. Different sources (raters).

Types of Performance appraisals – PAST PERFORMANCE METHODS - rating scale (oldes), BARS (description of effective/ineffective performance – placed alongside a scale) Tests & Observations, 360-degree, ranking method, forced distributions (employees sorted into categories – usually bad choice)

Types of Performance appraisals – FUTURE PERFORMANCE METHODS – Management-by-Objectives Approach (employee and supervisor jointly establish performance goals for the future – goals should be mutually agreed upon and objectively measurable (SMART)), Assessment Centre Technique (relies on multiple types of evaluation and multiple raters – usually used for mid-level managers

Others – Web-based performance appraisal, competencies (focus on skills), talent management (identify and develop specific individuals who are seen as having high potential)

Training raters – make sure they have knowledge of the system and its purpose, focus on cognitive aspects of the rating process

Focus on reducing/eliminating rating errors: - Recency effect – occurs when ratings are strongly affected by the employee’s most recent actions: Contrast errors – occurs when rater compare employees to each other rather than to a standard

Employees get a chance to : tell and sell ; tell and listen; problem solve – Interviewer should be positive, focus on positive aspects of employees performance, tell employee the session is to improve; provide feedback in a private location; review performance in a formal way at least once a year; make criticisms specific not general and vague; stay calm; do not make it personal; end by reviewing plans to improve and reinforce positive performance.

Performance Appraisals are a legal document; raters must use only performance criteria that are relevant to the job; a reasonable time must be given for improvement; well documented can be used in court.

Chapter 9 Compensation

Total rewards: An integrated package of all rewards (monetary and non-monetary, extrinsic and intrinsic) gained by employee’s arising from their employment.

Comp, benefits, social interaction, security, status/recognition, workload, autonomy, advancement, work conditions, development opportunities, work variety

Compensation – cash and non-cash rewards employee receives in exchange for their work.

Objectives of Effective Compensation:1. Acquire personnel2. Retain employees3. Ensure equity4. Reward behavior5. Control costs6. Legal compliance7. Administrative efficiency

Phases of Compensation ManagementPhase I – Identify and study jobs (Job analysis)Phase II – Internal Equity (Job evaluation)Phase III – External Equity (Wage and Salary surveys)Phase IV – Matching internal and external worth (pricing jobs)

Pay ranges – a series of steps or levels within a pay grade.Broadbanding – reducing the number of salary grades and ranges into just a few wide levels or “bands”, each of which then contains a relative wide range of jobs and salary levels.

Pay Equity – equal pay for work of equal value – goal to eliminate the wage gap between men and women(Exists for historical reasons – felt a man needed more because he was the bread winner; career gap, women tend to work in lower paying occupations – 5% - 10% of pay gap unexplained (Cdn women earn 80% of what men earn)

Pay for Performance P4P- Incentive pay or variable pay

- Plans that link pay to productivity or profits- Individual or group; short-term or long-term- Accurate performance appraisal or measurable outcomes is a precondition for

effective p4p plans

Individual incentives- Merit pay- Piecework- Production bonuses- Executive incentives- Commission

Team based incentives- team bonuses, profit sharing, stock ownership (ESOP), cost reduction plans (eg. Scanlon plan)

Incentive Systems – benefits and problemsBenefits Problems- Performance is reinforced regularly - Administration can be complex- Reinforcement is quick and frequent - May result in inequities- Desired behaviours are likely to continue - Employees may not achieve

standards due to Uncontrollable forces

- Wages paid in proportion with performance - Union resistance• Employees may focus on only one aspect

Compensation Challenges: 1. Prevailing wage rates; 2. Union power; 3. Productivity; 4. Wage & salary policies; 5.Government constraints

Pay secrecyAdvantages

1. Most employees prefer to have their pay kept secret; 2. Gives managers greater freedom; and3. covers up inequities

Disadvantages1. May generate distrust in the pay system;2. Employees may perceive there is no relationship between pay and performance

New approaches – skill or knowledge based pay, variable pay, broadbanding, tailor made perks, international pay

3 factors that lead to better performance – autonomy, mastering, purpose

Pay & Organizational strategy – Areas that impact pay systems1. Motivating performance2. Identifying valued rewards3. Performance –related4. Setting goals5. Consequences6. Motivating development7. Attraction & retention

Chapter 10 Benefits

Direct Benefits – pay, based on critical job factors or performanceIndirect Benefits – Benefits and services extended as a condition of employment, - not directly related to performance, -- approaching 50% of annual payroll expenses

Strategic role of benefits – societal, organizational and employee objectivesBenefits are indirect financial payments given to employees – eg. Health benefits, life insurance, pensions, vacations, etc. – develops loyalty, increase ability to attract and retain employee, --- but benefits are expensive, --

INDIRECT COMPENSATION OBJECTIVES – 1. SOCIAL OBJECTIVES

a. to solve social problems and provide security to interdependent wage earnersb. employees can deduct the costs of benefits as a business expensec. employees receive most benefits tax-freed. benefits and services give many employees financial security against illness, disability,

and retirement2. ORGANIZATIONAL OBJECTIVES

a. Must offer to recruit and retainb. Help reduce fatigue and may enhance productivity, eg. Rest breaks, vacationsc. Discourage labour unrestd. Satisfy employee objectivese. Aid recruitment and reduce turnoverf. Minimize overtime cost

3. EMPLOYEE OBJECTIVESa. Lower costs and availabilityb. Lower income taxesc. Primary objective may be to obtain benefits and services, eg. Supplemental health

and life insurance

Government legislated - CPP , EI (Federal) Health insurance plans (provincial), Worker’s comp, Holidays & vacations – CPP, EI – both employee and employer pay – HI and Workers comp – Employer paysVoluntary - Employer sponsored benefits – extended health plans, pensions, dental, salary continuation, paid time off, employee services, etc.

Cost containment – Employers want to contain costs – could do things like – Flexible benefit programs (employees choose but there are limits) - also – cap certain benefits, eg. script writing fees, year old dental plan guide

Types of pension plans – defined benefit plan (employee can know how much he will get) – older plan - employer at risk – moving to defined contribution plan – employee at risk – employee only knows how much is being contributed – he must manage the final outcome of what he gets at retirement.

Flexible benefit plans – advantages and disadvantagesADVANTAGES1. Employees choose packages that best satisfy their unique needs2. Flexible benefits help firms meet the changing needs of a changing workforce3. Increased involvement of employees and families improves understanding of benefits4. Flexible plans make introduction of new benefits less costly5. Cost containment – organizations sets dollar maximum; employee chooses with the

constraint

DISADVANTAGES1. Employees make bad choices and find themselves not covered for predictable emergencies2. Administrative burdens and expenses increase technology increasingly being used to handle

enrolment and communication3. Adverse selection – employees pick only the benefits they will use; the subsequent high

benefit utilization increases its cost Chapter 11 – Managing Employee Relations

Strategic importance of effective employee relations – employees must be motivated and engaged in pursuing organizational goals to achieve a competitive advantage – ensure employees are treated ethically, fairly and legally.

5 Key Dimensions of Good Employee Relations1. Employee involvement2. Employee communication3. Employee counselling4. Employee discipline5. Employee rights

Downward vs. Upward communication

Downward - Inhouse publications, information booklets- Prerecorded messages, electronic communication, social media, information sharing

and open book managementUpward

- Grapevine, electronic communication, complaint procedures- Manager-employee meetings, suggestion systems,- Employee attitude/opinion surveys

Employee counselling – help employee to cope – Employee Assistance Program (EAP) comprehensive and online

Employee discipline – 1. Preventative2. Corrective – Progressive

Positive Discipline – takes a problem solving approach, employee accepts that a problem exists and employee takes responsibility, focus on specific problem, document suggested changes and employee’s contribution, follow-up to ensure employee is keeping commitments

Dismissal is ultimate form of dismissalJust cause for dismissal – any act an employee that could have serious negative effects on the

organization – employer is responsible for proving just cause (insubordination can be just cause)Grounds for dismissal – Unsatisfactory performance, misconduct, lack of qualifications for the job(after repeated training), changed requirements of/elimination of job (if employee can’t be transferred)

Wrongful dismissal- non-union employer who does not have just cause for dismissing an employee must be sued for wrongful dismissal and did not provide reasonable notice.Constructive dismissal – materially altering a job or pay without the consent of the employee. i.e. demotion for no causeReasonable notice or pay in lieu of notice – considerations age, length of service, salary, occupational status, labour market conditions

Wallace Effect – SCC design – Wallace v. United Grain Growers- ruling in favour of Wallace – an extended notice period was awarded because the defendant acted in a callous manner.

Ways to avoid wrongful dismissal law suits:- Employment contracts that period termination at will- Document all disciplinary action- Do not fire for just cause unless it can be proven- Time the termination so it does not conflict with holidays, birthday –avoid being callous- Use termination letter- Schedule all termination interviews in private and at a time when an employee can

clear out belongings with minimal disruption- Include 2 members of management in the termination meeting

Employee Rights – 1. Right to privacy- collect only job related info – PIPEDA – if you monitor – disclose in formal policy; 2. Right to fair treatment – employer cannot consider age, race, gender etc. and has an obligation to make reasonable accommodation – right to work in a safe work environment

Electronic trespassing and employee privacy – employees have a right to privacy and employers have a right to know. Employers concerned about abuse – monitoring should be legally balanced, disclosed and part of a circulated corporate policy.

Worksharing – a redistribution of given work, EI Benefit – Canada 1982 – firm must be in business for 2 years, magnitude of work reduction must be between 60% - 20%, work reduction must not be seasonal, expected duration of work reduction not more than 26 weeks (possible extension of 12 weeks)Joint application – the union in unionized workplaces or substantial majority of employees in non-union workplacei.e. eg. Instead of laying of 20% shorten work week to 4 days – EI pays for the 20 lost days (5 days * 5 workers)-(4 days * 5 workers)

Retaining top performers – develop a plan, become an employer of choice, communicate vision and values clearly and frequently and consistently, reward managers for keeping good people, use exit interviews to obtain info.

Chapter 12 – Occupational Health and Safety

Assumption of risk: The worker accepting all the customary risks associated with his or her occupation.

Shared responsibility model: A newer approach to safety in the workplace that assumes the best method to reduce accident rates relies on the cooperation of the employer and the employees (who may be represented by union).

Accidents rates go down when:1. Management is committed to safety in the workplace;2. Employees are informed about accident prevention;3. Consultation between employer and employees takes place on a regular basis4. There is a trusting relationship between the employer and staff; and5. Employees have actual input into the decision-making process.

Employment Standards Act (ESA) makes employers responsible to provide a safe working environment.

Provincial Health and Safety Act. 20 people or more must have health and safety committee and the management and the workers must both have representation.

Health and safety committee has broad responsibilities: eg. Investigate and resolve complaints, monitor health & safety programs, ensure adequate records are kept.

Criminal Code – Bill C35 – Westray Bill – company cannot have no regard for workers safety – westray was a mining company – came to be known as “ corporate killing” – April 28th National Day of Mourning (people killed on the job).

Workplace injuries – direct and indirect costs – most common injuries strains and sprains – young people for often injured in serious ways. Because they are more likely to take risks and don’t know their rights.

Injuries causes by – unsafe workers (disregard for safety practices) and unsafe working conditions (defective equipment, improper guards on equipment, improper ventilation)

Canadian Labour code - 3 fundamental rights.1. right to know about hazards in the workplace, 2. right to participate in correcting the hazards, and3. right to refuse dangerous work.

WHMIS (Workplace Hazardous Material Information System) – came into effect in 1988 – need to use MSDS (Material Safety Data Sheets)

Hazardous Products Act – 1985 – protects consumers by regulating the sale of dangerous products.

Health Hazards – 1. Physical Agents (eg. Noice, temperature,etc.) – 2. Biological agents (exposure to harmful toxins like asbestos) – 3. Ergonomicaly related injuries (carpel tunnel, back strains)

Employers need to 1. set policies 2. Train the supervisor 3. File reports

Supervisors must become proficient in managing safety – which means knowing about health and safety laws, safety regulations, training in observation safety violations and learning communication skills to convey the necessary information to their employees.

Yerkes-Dodson Curve – arch shape – some stress propels us forward and increases productivity then when we reach our limited stress negative effects take over.

Occupational Health and Safety Issues and Challenges – workplace security, sick building syndrome, workplace toxins, job stress, workplace violence, substance abuse, repetitive strain injuries, workplace smoking

No random drug testing – unless key to job – ie. Can test a driver of a bus. Test must rationally connected to the job, is adopted and done in honest and good faith belief it has a necessary tie to work related performance

Burnout – condition of mental, emotional and sometimes physical exhaustion that results from substantial and prolonged stress.

HR actions to reduce stress – 1. Job design, 2. Define roles, 3. Participation in decisions, 4. Compatible workload, 5. Social interaction, 6. Work schedules, 7. Provide training, 8 establish policy

Workplace Violence – Bill 168 Ontario requirement – must have a written plan regarding workplace violence and harassment. Policies, measures and procedures to control risks of violence and harassment – POST the plan – IMPLEMENT the plan – REVIEW the plan regularly.

Workplace stress – Factors unique to the job, role in the organization, career dev’t, relationship at work organizational climate.

Chapter 13 – Labour Relations

Union is an organization with the legal authority to represent works, negotiate the terms and conditions of employment with the employer, and administer the collective agreement.

70% of public sector are unionized ---- 1/3rd of the working population in Canada works in a unionized environment.

IR perspective - conflict stems from employee-employer power imbalance – the imbalance can only be correct by having a union that has rights according to the law – conflict between labour and management is inevitable.

HR perspective – conflict between management and employees stems from poor management – conflict can be reduced by workplace innovations that build unity of interests between employer and employee. – conflict between labour and management is NOT inevitable.

Why do people join unions? – more collective power, to improve working conditions, to improve benefits and total compensation, job dissatisfaction, lack of opportunity for advancement, lack of influence, individual attitudes towards union.

Why do people not join unions? Feel they can negotiate a better wage and better total compensation. Feel it will not allow career advancement, employer treatment and policies are fair, don’t want another boss, negative view of unions.

Core elements that form the core of Canadian labour legislation: 1. Right to join a union2. Good-faith bargaining3. No strikes or lockouts during agreement4. Prohibition of unfair labour practises5. Conciliation

Labour relations processStep 1. Employees decide to seek collective representationStep 2.The union organizing campaign beginsStep 3. The union receives official recognitionStep 4.Union and management negotiate collective agreementStep 5. Day-to-day contract administration begins.

During union organizing Employers CAN:1. Express their views and opinions2. State their position regarding the desirability of remaining non-union3. Prohibit distribution of union literature on their property or company time4. Increase wages, make promotions as normal course of business but often frozen until

decided5. Assemble employees during work hours to state company’s position.

ORGANIZING1. Employees get in touch with an existing union2. Initial organizing meeting3. Formation of an in-house organizing committee4. Begin campaign to organize

5. The outcome

Bargaining Unit – the group of employees in a firm, a plant, or an industry that has been organized by an employer or certified by a Labour Relations Board (LRB) as appropriate for collective bargaining purposes.

Collective bargaining - Negotiations between a union and an employer to arrive at a mutually acceptable collective agreement 3 Phases = Phase 1. Prepare for negotiations, Phase 2. – Negotiating with the union,

Phase 3. – Approving the proposed agreement

Unfair labour practicesManagement Union

Interfering in the formation of a union or contributing financially

Trying to bargain when the union is not certified agent

Discriminating based on union membership or because an employee exercises rights

Persuading employees during working hours, or at the workplace to join or not join

Intimidating or coercing and employee to join or not to join

Illegal strikes

Changing terms and conditions of employment during statutory freeze period

Failing to represent employees fairly

Failure to bargain in good faith

Union files application – if equal or greater to 40% of employee sign membership card a vote is permitted – OLRB hold secret ballot vote within 5 days – union certified if > 50% of votes in support of union – 50% of votes for ONLY THOSE THAT SHOW UP TO VOTE. Once certified union becomes the legal representative for all employees in the bargaining unit.

Bargaining strategies – 1. Distributive (competitive – goal is to find other sides weakness) 2. Integrative (Collaborative – joint problem solving)

Know concept of Potential Zone of Agreement

Conciliation Mediation ArbitrationALL jurisdictions provide for conciliation and mediation services when labour and management negotiations break downConciliation (must occur (plus 17 days) before a strike can occur) – uses a government –appointed third party to

bring together the partiesMediation – disputing parties choose voluntarily to reconcile their differences through a third-party

Arbitration – imposed usually by government order – done often when workers are not allowed to strike because they are consider “essential workers”

Concept of seniority – Unions prefer to have employee-related decisions based on length of employment – e.g. determining order of promotions , etc.

Discipline – Just cause is required to discipline or discharge

Union acceptance vs. union avoidance (suppression or substitution)

Managing in an Union Environment – HR departments may be expanded to add labour relations specialists – greater centralization – management has less freedom to make unilateral changes

Union acceptance: increasing acceptance that labor and management must cooperateCooperative methods include:

• Prior consultation with union leaders• Sincere concern for employee welfare• Training programs• Joint study committees to find solutions• Third party who provide guidance & program

Union avoidance Union Suppression: fighting union representation, employer may try to intimidate workers, threaten closing

or moving the plant or facility Union Substitution: examines what unions bring to the employment relationship and tries to introduce these features --- advocated by many HR practitioners, consultants, and labour lawyers.