Reflection 3 questions

For Your Consideration 437

Unions Labor contract Grievance process Union shop Union steward Grievance Seniority Authorization card (union) Union recognition (mandatory) National Labor Relations Board

(NLRB) Union recognition (voluntary) Union security arrangement Right - to - work law Agency shop Open shop Dues check - off Collective bargaining Concession (collective bargaining) Collective bargaining (distribute) Collective bargaining

(integrative) Collective bargaining (mandatory

items) Collective bargaining (permissible

items) Cost - of - living adjustment Picketing

Boycott Work slowdown Arbitration (voluntary) Arbitration (compulsory) Mediation Unfair labor practices Traditionalists (workforce

generation) Baby Boomers (workforce

generation) Generation X (workforce

generation) Generation Y (workforce

generation) Downsizing Succession planning Attrition Outplacement assistance Full - time equivalents Survivor (downsizing) Outsourcing Offshoring Core business strategies Escape strategy Request for proposal Sarbanes - Oxley Act Career Career development program

HUMAN RESOURCES TERMS The following terms were defined in this chapter:

FOR YOUR CONSIDERATION 1. Assume that you were beginning your first (entry - level) management position

at a hospitality organization that is unionized. How, if at all, do you think your initial work experiences would be different than if your initial employment

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438 CHAPTER 12 ! Critical Issues in Human Resources Management

was with a nonunionized property? Which type of beginning management position would you most like? Why?

2. How do you think your perspectives about an organization would be affected if you were an employee and you heard rumors about the possibility of downsizing? What kind of facts would you want to know about the situation? What would be your priority concerns if you were to be terminated? If you were a survivor?

3. How, if at all, could a career development process such as that noted in this chapter benefit you if you were just beginning your hospitality management career? If you were in an entry - level (nonmanagement) position in an opera- tion? If you were in a middle - management position with an organization?

CASE STUDY: HUMAN RESOURCES MANAGEMENT IN ACTION “ Last night wasn ’ t a very good night, was it? ” asked Maureen, the foodservices director for the school district. She was meeting with Francine, the business manager of the public school district in a large and affluent suburb of a major metropolitan city. “ No, it wasn ’ t a very good evening; in fact, it was a disaster! ” replied Francine. The two professionals were discussing the results of a school board meet- ing in which the local union representing the foodservices workers and the cus- todians outnegotiated the school district ’ s representatives. The union had obtained a collective bargaining concession that, in the opinion of Maureen and Francine, went too far. “ I just can ’ t believe it, ” said Francine. “ Now there ’ s no way we can increase productivity because the labor contract specifies a required number of union employee labor hours for every 100 meals we serve, and it even defines our á la carte operations to ensure that the mandated productivity level is controlled. ” “ Yes, that certainly is the most significant challenge, ” replied Maureen. “ In addition, we have to deal with lots of other issues that, in total, create pretty big obstacles. For example, isn ’ t it ironic that we just spent $ 80,000 for trash com- pactors? In part, our payback analysis indicated that the equipment costs would be recovered in only 11 months because of reduced fees from waste pickup. Now the labor agreement specifies that workers can ’ t handle anything weighing more than 35 pounds, so the compactors won ’ t be able to help reduce costs at anywhere near their capacity to do so. Another example is that when it ’ s time for an employee break, it ’ s really time for the break! Ten o ’ clock means ten o ’ clock, not five after ten or another time shortly after ten, which enables a work task in process to be completed. ” “ Our list of examples could go on, couldn ’ t it, Maureen? ” asked Francine. “ One thing I know is that, even while the school board wants us to increase the quantity and quality of our outputs, they have really limited our ability to do so. ”

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