Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resource Management Program
HRM 347 – Employee Relations & Labor Management
Spring 2016
Contact Information
Course Instructor:
Office:
Phone:
E-mail:
In-person Office Hours:
Phone Office Hours:
Teaching Assistant:
Office:
Phone:
E-mail:
Lisa Williams
None
(661) 917-3194
Lisa.williams@cgu.edu or
Devotionlw794@gmail.com
by appointment before
by appointment
None
Course Schedule:
Semester start and end dates:
Module II – March 21st – May 14th
Meeting days and times:
TBD
Course location:
TBD
Course Description
Employee Relations definition has been known historically as industrial relations. It is
concerned with the contractual, emotional, physical and practical relationship between
employer and employee. The term employee relations is typically used in the form of
recognition of the fact that much of the relationship is actually non-industrial. In fact,
you will find most articles and texts books to distinguish employee relations as dealing
only with non-unionized employees and labor or industrial relations with unionized
employees.
Background: The origins of industrial relations emerged from the industrial revolution
and the creation of free markets and large, unified movements of workers. The resulting
tensions escalated and created an urgent need for forces that could regulate the
relationship.
In the past employee relations, under the industrial relations umbrella, was concerned
with conflict management and managing the vastly different agendas of employer and
employee. Nowadays the term is used more collaboratively and looks at ways both
employer and employee can benefit from new schemes and initiatives. Increasingly there
is the belief that the needs of both employer and employee entwine, although some
scholars and businesses find it difficult to reconcile the needs of businesses operating in a
competitive, free market with those of employees.
Course Objectives:
This course introduces students to the dynamics of both employee and labor relations in
the context of effective human resources management.
It has been proven that an organization with a good employee relations program provides
fair and consistent treatment to all employees so they will be committed to their jobs and
loyal to the company. Such programs also aim to prevent and resolve problems arising
from situations at work.
Employee relations programs are typically part of a human resource strategy designed to
ensure the most effective use of people to accomplish the organization's mission. Human
resource strategies are deliberate plans companies use to help them gain and maintain a
competitive edge in the marketplace. Employee relations programs focus on issues
affecting employees, such as pay and benefits, supporting work-life balance, and safe
working conditions.
One of the most effective ways for a company to ensure good employee relations is to
adopt a human resource strategy that places a high value on employees as stakeholders in
the business. Stakeholders are people who are committed, financially or otherwise, to a
company and are affected by its success or failure. When employees are treated as more
than just paid laborers, but as actual stakeholders with the power to affect outcomes, they
feel more valued for the job they do.
Course Orientation
This course introduces students to the dynamics of positive employee relations change
and implementation in organizations.
Think about the last job you truly loved. Was it because you were treated like an
important part of the team? You probably had an interest in seeing the business succeed,
like a stakeholder.
Happy employees are productive employees. Successful businesses know how to manage
relationships to build lasting employee satisfaction. As students you will learn the
meaning of employee relations and understand the essential elements of an effective
employee relations program. Additionally, in this course you will learn to identify and
address the needs for positive employee relations. Specifically:
Understanding that workers are important:. The most important part of any business is
its people. No business can run effectively without them. But people don't work in a
vacuum; they need to communicate and work with others to get their jobs done.
Employers need to manage relationships in the workplace to keep the business
functioning smoothly, avoid problems, and make sure employees are performing at their
best.
Able to identify the elements of a good employee relations plan: An effective employee
relations program starts with clearly written policies. Employee relations policies
describe the company's philosophy, rules, and procedures for addressing employeerelated matters and resolving problems in the workplace. Many companies have one or
more employee relations representatives, people who work in the human resources
department to ensure that company policies are followed fairly and consistently.
Employee relations representatives work with employees and supervisors to resolve
problems and address concerns.
An employee relations program is not a one-size-fits-all solution. Strategies for good
employee relations can take many forms and vary by a number of factors, including
industry, location, company size, and even individual leadership philosophies. For
example, issues that concern construction workers on the job can be very different from
the problems facing nurses or accountants. Nevertheless, there are some elements that all
good employee relations programs share.
Implement effective communication: perhaps the most important element for successful
relationships with employees is communication. To feel engaged in the business,
employees need to be informed of what's going on with the company, including
management's plans and how those plans may affect their jobs. Conversely, when
management withholds information, this can result in mistrust of leadership and damage
to employee morale. Management can keep workers informed of the latest developments
by any number of means, including email announcements, newsletters, employee portals,
regular meetings, and special events. Effective communication goes both ways;
employees should feel as though their opinions, feelings, and concerns are being heard by
managers.
Open lines of communication can be informal, such as day-to-day interactions between
employees and supervisors, or formal mechanisms for employee feedback, such as
workplace satisfaction surveys or grievance and appeals procedures. Grievances and
appeals are processes that allow employees to challenge management decisions or labor
issues through a formal dispute resolution process.
Understanding rewards and recognition strategies. Many organizations conduct periodic
(often annual) employee performance reviews and provide opportunities for individual
recognition. Employees will be more engaged if they feel like they are recognized for
their efforts and ideas. Employees can be rewarded for their years of service or for an
outstanding contribution or achievement. Who doesn't like being recognized for a job
well done?
(Prerequisites) -None
Course Learning Outcomes
By the end of this course, successful students will have demonstrated:
1. a deeper understanding of how positive employee/labor relations influences and
impacts the workforce and its dynamics.
2. how that shaping that will help them successfully consult leadership on the impact
of rewards, recognition, and positive employee relations.
3. identify and implement strong positives practices in your organization to address
processes related to individual, group and systems dynamics within an
organization.
4. identify root causes and not effects, in order to prevent problems before they
occur
5. skill in conflict resolution and handling grievances
6. understanding of the role of HR in engagement strategies.
7. effective communication and oral presentation skills.
SHRM Curriculum Content Areas Addressed in this Course
This course includes the following topics:
Disciplinary Actions; demotion, disciplinary terminations
Alternative Dispute Resolution
Managing/Crating a positive org culture
Employee Engagement
Employee Involvement
EE retention
Managing teams
Union Membership
Union Related Labor Laws
Union Mgmt. relations
Union decertification and DE authorization
Collective Bargaining Process
Negotiation Skills
Alternative Dispute resolution; negotiation, mediation, arbitration
Contract negotiation
International Negotiation
Conflict management
Grievance management
Strikes, boycotts and work stoppages
Unfair Labor Practices
Managing Union Organizing Policies and handbooks
Attendance
Attitude surveys
Investigations
Posting Requirements
Promotions
Recognition
Service Awards
Employee Records
Texts and Journal References
The Truth about Employee Engagement: Patrick Lencioni
People Matter Most: The Dirty Little Secrets of Employee Relations & Labor
Management: Mason Duchatschek. Jason Greer, Ken Lynch
Labor Relations: Striking a Balance: John Budd 4th Ed.
Optional: None
Course Requirements and Assignments
The course has been designed to get you smart about the history of the labor movement ,
strategies for positive employee relations and how you can influence your organization
for the business imperative of positive leadership. There is a lot of information to cover
and having both the historical information as well as the impact, will help you formulate
strategies that will impact your organization in a powerful way.
In order to gain the most of this class, your participation (not just attendance) is needed. .
You will provide a written response to each of the practice cases given to you in class.
You will have an opportunity to “try out” your skills in either negotiations or conflict
resolutions in an simulation where you will also provide a written debrief. The format
for assignments will be discussed in class prior to due date.
Evaluation of Student Learning and Performance
Grading will be based on the following distribution of assignments (noting that
assignments may be modified to fit the class size):
Class Element
Points
Weight
Case Studies (4 @10%)
40
40%
Contribution to practice case discussion
15
15%
Simulations (options will be provided)
45
(or 45%)
Grading
Your grade will be calculated using the following scale. Grades with plus or minus
designations are at the professor’s discretion.
Letter Grade Grade Point
Description
Learning Outcome
A
4.0
Complete mastery of
course material and
additional insight beyond
course material
Insightful
B
3.0
Complete mastery of
course material
Proficient
C
2.0
Gaps in mastery of course
material; not at level
expected by the program
Developing
U
0
Unsatisfactory
Ineffective
Course Policies:
Attendance
Students are expected to attend all classes. Students who are unable to attend class must
seek permission for an excused absence from the course director or teaching assistant.
Unapproved absences or late attendance for three or more classes may result in a lower
grade or an “incomplete” for the course. If a student has to miss a class, he or she should
arrange to get notes from a fellow student and is strongly encouraged to meet with the
teaching assistant to obtain the missed material. Missed extra-credit quizzes and papers
will not be available for re-taking.
Scientific and Professional Ethics
The work you do in this course must be your own. Feel free to build on, react to, criticize,
and analyze the ideas of others but, when you do, make it known whose ideas you are
working with. You must explicitly acknowledge when your work builds on someone
else's ideas, including ideas of classmates, professors, and authors you read. If you ever
have questions about drawing the line between others' work and your own, ask the course
professor who will give you guidance. Exams must be completed independently. Any
collaboration on answers to exams, unless expressly permitted, may result in an
automatic failing grade and possible expulsion from the Program.
Instructor Feedback and Communication
The best way to get in touch with the instructor is by e-mail through Appointments may
be made to talk by phone as well. Typical response can be expected within 24 hours
although I strive for the same day.
Expectations and Logistics
The schedule of course topics provides an intended map for the subject areas we will be
discussing during particular class sessions. The actual timing may vary depending on the
needs and interests of the class group.
Accommodations for Students with Disabilities
CGU is committed to offering auxiliary aids and services to students with verifiable
disabilities in compliance with Section 504 of the Rehabilitation Act of 1973 and Title II
of the Americans with Disabilities Act of 1990. To ensure that their individual needs are
addressed, students with special needs are encouraged to contact the Dean of Students
Office as early as possible. Additional resources can be found on the linked page
(http://www.cgu.edu/pages/1154.asp).
Schedule of Class Sessions