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Topic:

Address employee rights and labor relations, total compensation, and workplace safety.

Coursework Instructions:
In this three-part assignment, you will address employee rights and labor relations, total compensation, and workplace safety. You must use at least one external source for each section. Use only articles from 2019 and later. For Part 1, one of these sources should be from the HR Magazine available through the CSU Online Library (https://libguides(dot)columbiasouthern(dot)edu). All three parts of this assignment should be submitted as one paper with one reference list at the end of the paper that contains all sources used in the paper. Part 1: Employee Rights and Labor Relations You were introduced to the topic of employee rights and labor relations in Unit V. For this part of the assignment, locate an article in the HR Magazine in the CSU Online Library that is related to employee rights or labor relations. Describe the premise of the article and the points that relate to employee rights or labor relations, particularly any ethical or legal considerations. Describe how the situation outlined in the article contributes to the success or failure of the organization. What was the role of HR in this situation? Part 1 of your submission should be a minimum of one page. Part 2: Total Compensation You were introduced to the topic of employee rights and labor relations in Unit VI. For this part of the assignment, review the section called, Wage Compression, in Chapter 11 of your textbook (Human Resource Management Robert N. Lussier; John R. Hendon). Find an article in the CSU Online Library related to wage compression. It can be from any database or journal, although HR Magazine does include good information on this topic. Describe the premise of the article and the points that relate to wage compression. Describe how the situation affected employee performance and well-being. What was the role of HR in this situation? Part 2 of your submission should be a minimum of one page. Part 3: Workplace Safety You were introduced to the topic of workplace safety in Unit VII. For this part of the assignment, review the case study, Case 14.2: You Are Not Hurt? Good – You’re Fired! which you can find in Chapter 14 of the textbook. Respond to each of the following items. Use the headers to organize your responses to this part of the assignment. Part 3 of your submission should be a minimum of one page. Introduction: Give a short overview of what happened in the case study. OSHA: Describe what actions OSHA would have been required to take had Mr. Yang filed a complaint with OSHA requesting an inspection and investigation, claiming his workplace was not safe because of the incident. Identify the category(s) of violations and penalty(s) ActioNet might be subject to under OSHA. Employer Responsibilities: Describe ActioNet’s responsibilities to employees under OSHA. Stress: Stress might have been the cause of Tymony’s intolerable conduct. Identify the cause(s) of stress that might have accounted for his inexcusable behavior. Workplace Violence: Identify the causes of workplace violencee and explain how they might help us better understand this case. Signs of Potential Violence: Describe the signs of potential bias and identify any that were exhibited in this case. Workplace Safety Issues or Trends: Identify the trends or issues in workplace safety that apply to this case. Summary: Write a brief summary and conclusion to this case study. *Make sure to use and cite the two articles I've submitted for you and the textbook (Human Resource Management: Functions, Applications, and Skill Development, 4th Edition by Robert N. Lussier; John R. Hendon) to complete this assignment*
Coursework Sample Content Preview:
Address Employee Rights and Labor Relations, Total Compensation, and Workplace Safety Author’s Name The Institutional Affiliation Course Number and Name Instructor Name Assignment Due Date Part 1: Employee Rights and Labor Relations Agovino (2024) describes the peer-nominated reward trip of Clearway Health and the multisided recognition programs of other firms. Agovino shows that the disengagement epidemic reported by Gallup and SHRM can be combatted via transparent data-driven processes that may also be enhanced with budgets, software, and peer-to-peer proposals. Likewise, Lussier and Hendon (2025) asserted the right to fair treatment, respect, and equitable access. The article mentioned the statutory and psychological aspects of the rights of employees. Transparent procedures and published standards effectively protect employers against disparate-treatment challenges that can have so much traction in Title VII litigation, and repeated losers on the competition road reduce perceptions of nepotism that so frequently can become constructive union complaints. The decision about ethical aspects revolves around distributive and procedural justice; recognition is not legitimate when standards are ambiguous. Labor relations work well with well-designed recognition programs, as they enhance cooperation, thus decreasing the chances that an employee who dislikes his or her job will attempt to find third-party representation. The mentioned 9 percent productivity increase and the expected 92 million output improvement are all evidence of the described mutual-gain HRM, where both profitability and workers’ well-being increase simultaneously (Agovino, 2024). In contrast, failing to prioritize these systems will jeopardize turnover, complaints, and even reputational loss. Therefore, the role of HR is crucial at every step: diagnosis of the lack of engagement, joint formulation of criteria with line leaders, finding tracking software, training supervisors on how to provide particular feedback, auditing demographic data on its adverse impact, and constantly refining programs through employee surveys. In the case of Clearway Health, the nomination rubric and the trip logistics were planned by the HR and designed to meet corporate values without exceeding the budget. HR institutionalizes the appreciation, rights without concomitant culture are meaningless, by transforming an ethereal form of recognition into a legally defensible form that is strategically valuable between employees and the company. Part 2: Total Compensation Wage compression can be defined as the declining gap in pay among workers, regardless of their experience, tenure, or pay merit. It is particularly a problem when it harms equity perceptions among the high performers, culminating in dissatisfaction, disengagement, and turnover (Lussier & Hendon, 2025). Wong et al. (2023) make significant disclosures about the complex interrelationship of wage compre...
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