Selected Case for Unionization

Prior to 1935, all nurses were non-unionized workers that independently bargained with their employers for wages, benefits, and their rights as an employee. Once the National Labor Relations Act of 1935 (NLRA) was passed, nurses were finally given the right to seek unionization in efforts to bargain collectively with their employer, through the use of union representatives, in order to speak up for their employment rights (Lussier & Hendon, 2018). Nurses seek unionization for a variety of reasons that include negotiating wages, enforcing nurse to patient ratios, establishing work hours, and to have representation when resolving grievances (Sanders & McCutcheon, 2010).

In case study 2: The Saga of All Beneficent Hospital (Laureate Education, 2012) recent budget cuts that led to staff lay-offs and cutbacks has forced the nursing staff to work shorthanded affecting the quality of care provided to the patients and the nurses’ overall job satisfaction. Although last quarters numbers look good and financial indicators proved good productivity, the only individuals seeing any reward appear to be management. The manager, Tom, has appeared to have alienated staff by focusing on organizational needs versus the needs of the nurses. The recent lay-offs may have also left the nurses feeling betrayed causing a lack of trust between staff and management.

Neil and Robinson (2012) found that employee relationships with management that lack trust do not establish effective partnerships and will cause reduced productivity, more frequent absences, increased staff turnover, and lower quality patient care and safety. Tom may have appeared to care about the staff by making rounds, however when the nurses seemed “cold” and “were too busy to chat”, Tom should have investigated further (Laureate Education, 2012). Instead, Tom focused on giving kudos to the nurse manager and his desire to create a new management position, when he should have investigated the nurses speaking to an unknown individual in front of the building along with concerns about the nurses being short-staffed and dissatisfied with working conditions.

Manager Response to Unionization

Nurse managers can take a number of steps to respond to nurses seeking unionization. Foremost, and prior to talks of unionization, management should have established policies that prevent solicitation and distribution in the workplace, in attempts to deter union activity and decreased productivity during work hours (Sanders & McCutcheon, 2010). The non-solicitation and non-distribution policies should clearly state what is not allowed on company grounds, during working versus non-working hours (i.e. breaks or before/after shifts), and should be strictly enforced (Sanders & McCutcheon, 201). Clear communication of policy may help deter unionization in an organization and can restrict the time employees spend soliciting and distributing unionization information.

Secondly, nurse managers have the right to inform their staff of unionization’s cost and the limitations they may experience in relation to promotions and pay increases (Lussier & Hendon, 2018). Management should practice communication transparency with employees to create an environment where staff trust their leaders and feel engaged in their organization. Only the facts should be communicated, and management should be prepared to answer any questions that the staff may have about unionization.

Finally, Lussier and Hendon (2018) identified that management can respond to employee unionization efforts by selecting employee representatives to create new policies that are more favorable than their current conditions. Unions fight for employee needs and wants that are not currently being met. When management gives the power to employees to create nonunion employee representation (NER) to address work conditions, salaries, and all other employee requests, they address employee concerns without employees becoming unionized (Lussier & Hendon, 2018).

Human Resource’s Role

Human resources (HR) play an important role between management, the employees, and union efforts. Although management is required to be versed in policies regarding unionization, HR staff are the subject matter experts and should be utilized as such. Conflict between management and labor unions can be difficult to navigate. Unresolved conflict can force an organization out of business. With the expert guidance of HR, management will understand their rights as managers and will be better equipped to communicate with the employees thus creating a trusting relationship where everyone feels heard (Neil & Robinson, 2012). From a legal standpoint, HR is also responsible for the negotiation process. It is crucial for HR staff to have good communication skills in order to successfully negotiate an agreement where no one wins, yet both parties are satisfied (Lussier & Hendon, 2018).

References

Laureate Education, Inc. (Executive Producer). (2012). The saga of Beneficent Hospital. Baltimore, MD: Author

Lussier, R. N., & Hendon, J. R. (2018). Human resource management: Functions, applications, & skill development (3rd ed.). Thousand Oaks, CA: Sage Publications

Neil, A., & Robinson, J. (2011). Making a union/management partnership really work. Nursing New Zealand, 17(1), 32-33. Retrieved from https://search-ebscohost-com.ezp.waldenulibrary.or…

APA format, 2 paragraphs, 2 references