1. Do these employer statements constitute an unlawful threat in violation of Section 8(a)(1) of the LMRA? Why or why not? In response to the statements provided by the employer, it is observed that there is some degree of coercion and threatening accusations made in these statements, based upon Section 8(a)(1) of the LMRA. These statements constitute a threat because they demonstrate that the company was making attempts to influence employees regarding the union vote by making viable threats regarding existing benefit packages.
1) When should employers reassess the assessment methods they use in hiring? Assessment methods should be reevaluated if organizations desired goals and expected outcomes of hires are not achieved. Business and staffing strategies will differ and may require multiple methods of assessing to accomplish staffing objectives. Methods provide effective and/or efficient means to identify applicants/candidates ability to be a successful hire. Factors employers should consider in determining if assessment methods may require evaluation; • High employee turnover rates • Poor performance related to new hires • Low applicant rates • Declines in organizational productivity • Screening of applicants effectively • Identification of competencies requirements (Person-job fit) • Identify development needs and/or capacity to obtain knowledge • Organization and cultural fit (Person-organizational fit) • Talent and HR philosophy alignment to business strategy • Other attributes; personality, attitude, motivations, teamwork and interests (Person–group fit) and (Person-vocation fit) • Validity/reliability and accuracy of method to achieve staffing goals • Minimize adverse impact, ethical and legal concerns • Maximize ROI/costs of hiring • Candidates reaction (fair, consistent and objective) Source: Strategic Staffing 2nd edition – Phillips and Gully.
Underreporting occurs due to individuals being dishonest regarding their behavior, therefore causing an error in the research done. A possible solution to this limitation is focusing on observed behavior, and correlating the findings with the self-reporting behavior, therefore developing a conclusion that is more in-depth. Furthermore, Article 2 emphasized that other factors can influence self-labeling as a victim in relation to work-place bullying, not just anxiety and anger. In addition, discovering a moderation effect regarding negative acts of violence and self-labeling is hard to discover due to the psychological way an individual may experience an event. Lastly, Article 3 honed on the lack of variances of deviant behavior.
To maximize profitability among competitors, an organization might need to realign its business lines by centralization or outsourcing. Wherever there is change, there is resistance. Resistance to change stems from human characteristics such as perceptions, personalities and needs. Change can be frustrating if it is perceived as disruption to routines or status quos. This is threatening because it creates a fear of the unknown future as well as failures.
If this perception leans in the other direction then you are not doing a good job. This can also result in disciplinary action or having some liberties taken away. Problem Statement What effect does perception have on an individual who may have done wrong and how does it affect their production and department and how can we change this? Literature Review • http://www.aspergermanagement.com/perception-workplace-how-it-does-and-will-impact-0 This article talks about how perception can affect your performance.
“In the article Complainant behavioral tone, ambivalent sexism, and perceptions of sexual harassment” it seeks to point out recent changes to these laws to help place what is sexual harassment. The article included studies to identify the effects of different standards on the associations between hostile and benevolent sexism including judgments of sexual harassment that workers make about workplace incidents. In the studies, it was found that women respond more to hostile harassment while submissive harassment was more difficult to point out. It was also found that if the women behave aggressively or even in a business-like manner, male coworkers may be less sensitive to their complaints, but if they behave submissively, female coworkers may blame them for being the victims of sexual harassment (Wiener, 2010). Benevolent sexism seems to be the more prevalent version of sexism today, in all the articles that were reviewed this seemed to be the most dominant and destructive form of sexism in the work place.
One person with issues can alter how others team members get along, how motivated they are to do their job, and how effectively they complete projects. Abnormal behavior can also cause unsatisfactory customer service and can possibly cause a business to lose customers. Aggression, narcissism, and passive aggressiveness are all abnormal behaviors that are found in the workplace and can have negative effects on the success of a team. For each of these behaviors, reasons why they are considered abnormal and ideas as to how these behaviors can be treated are discussed. Aggression One example of an abnormal behavior in a workplace environment would be any act of aggression.
Then these individuals—promoted to positions in which they are doomed to fail—start using a multitude of diffusion tactics to mask their incompetence; distracting us from their sub-standard work with giant desks, incomprehensible acronyms, and shifting of blame to create the illusion of progress. (Robert, 2009) According to Wu (2008, p. 2), the whole point of Human Resources (HR) and talent management is to have adequate created
Coercive Power Coercive power is based on the fear of consequences when the person does not follow instructions of their leader. This type of fear can be a physical or mental pain discomfort based on the frustrations of the unknown. Conceive power can be displayed by threats of loosing job and privileges, being demoted and other types of consequential actions. Coercive power could also be used to conceal key information (Robbins & Judge, 2007). Employee 2 could possibly use conceive power based on how valuable he is his position to get more pay or even better schedule than the one he requested or other job advantages.
We make perceptions to remember information, maintain our self and view of reality and to reduce anxiety. This final point, however, may increase anxiety rather than reduce it if one day a working class person were to speak to someone in the upper class. They mob believe they will be looked down upon as they have not travelled as far or do not speak in R.P. We form first impressions through perception, which involves acquiring data or information. However, from this data, we can make dangerous generalisations and typical stereotypes.