Discussion: The Unionization of Employees

 

If there is no struggle, there is no progress—Frederick Douglass

 

Since their initial rise in the post-Civil War era, unions across the United States have called public attention to unfair labor practices, wage disparities, and inadequate benefits. Union leaders and nurse managers are learning to approach the unionization of employees as a partnership. Union leaders have taken strides to negotiate with managers in quick and efficient “good faith” dealings, while nurse managers enter negotiations with open minds and the intent to reach an agreement. To benefit future generations of nursing professionals, nurse managers must understand how to effectively respond to unionization attempts and how to partner with union leaders.

 

To prepare

 

Review the article “Making a Union/Management Partnership Really Work” in this week’s Learning Resources. Consider how the union and district health board portrayed in this article worked together to create the joint action group. Think about the positive outcomes of this endeavor. How might nurse managers work with health care unions to solicit such a partnership?

 

Examine the article “Unions in the Healthcare Industry,” taking note of the timeline of unionized activities such as the collective bargaining process, the campaign period, and the outcomes of unionization. How do the legal landscape and social environment of a health care setting change once workers engage in unionized activities?

Review the media pieces, “The Saga of TrulyGood Hospital” and “The Saga of Beneficent Hospital.”

 

Reflect upon the situations presented in each media case study, and select one for your Discussion posting.

Consider why the staff might be seeking union representation. As a nurse manager, consider the steps you might take to address the situation before, during, and after the time period depicted in the case study.

 

Note: Before you submit your initial post, replace the subject line (“Week 3 Discussion”) with the name of the case study you selected. (So, Give me the name of the case)

 

 

Post a description of at least one reason the nursing staff in the case you selected might decide to unionize. Explain three steps you, as a nurse manager, could take to effectively respond to unionization attempts. Then, discuss HR’s role in helping to legally address labor relations and unionization attempts. Justify your response by citing past experiences with unions, union organizing activities, current labor policies, and/or this week’s Learning Resources.

 

Respond to at least two of your colleagues on two different days using the following approach:

Review the steps described by a colleague for effectively responding to unionization attempts. If a vote determines that the staff will be represented by a labor union, explain strategies your colleague might employ to establish a good working management/labor partnership with the union.

 

Required Readings

 

Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications.

Chapter 10, “Employee and Labor Relations” (pp. 356–397)

This chapter introduces the concept and legal landscape of labor relations. It highlights the importance of communication and trust, along with labor relations’ influence on job satisfaction and workplace conflict.

Brooke, P. S. (2011). Legally speaking … When can staff say no? Nursing Management, 42(1), 40–44. 

Retrieved from the Walden Library databases.

 

The author of this article discusses an overarching problem many nurses experience on a daily basis: their inability to say ‘no’ to fulfilling tasks and responsibilities outside of the nursing role. The author highlights situations that can have legal ramifications, including overtime, taking on assignments outside of a nurse’s practice scope and skill level, provision of alternative care therapies, and inappropriate delegations.

Matthews, J. (2010). When does delegating make you a supervisor? Online Journal of Issues in Nursing, 15(2), 3. 

Retrieved from the Walden Library databases. 

 

This article reviews the impact on registered nurses of the National Labor Relations Act (NLRA) and the National Labor Relations Board (NLRB). In addition, it explores the exclusions of nurse managers during collective bargaining contracts and union organization.

Neil, A., & Robinson, J. (2011). Making a union/management partnership really work. Nursing New Zealand, 17(11), 32–33. 

Retrieved from the Walden Library databases.

 

This article portrays an authentic example of how the Bay of Plenty District Health Board worked with the New Zealand Nurses Organisation (NZNO) union to increase the engagement of nurses while also improving the patient journey. By creating the joint action group (JAG), these leaders were able to reach their stated goals and to develop an effective plan for achieving future ideals.

Porter, C. (2010). A nursing labor management partnership model. Journal of Nursing Administration, 40(6), 272–276. 

Retrieved from the Walden Library databases.

 

This article describes a partnership between clinical nurses and nursing management that was successfully implemented in a prominent teaching hospital.

Sanders, L. G., & McCutcheon, A. W. (2010). Unions in the healthcare industry. Labor Law Journal, 61(3), 142–151.

Retrieved from the Walden Library databases.

 

This article discusses the impact and importance of nursing unions in clinical settings. With a focus on Boston Medical Center Corp, the authors outline the many factors that affect labor unions in the health care industry.

 Document: Labor Relations: Case Studies (Word document)

 

You will use the case studies presented in this document for this week’s Discussion.

Required Media

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

 

Note: The approximate length of this media piece is 2 minutes.

 

Joan, a nurse manager at TrulyGood Hospital, is having a hectic month. Select this media case study to explore why in this week’s Discussion. (Media in the attachment)

 

 

Accessible player  

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

 

Note: The approximate length of this media piece is 2 minutes.

 

Tom, the CEO of Beneficent Hospital, begins to notice discontent among his staff. Select this media case study to explore why in this week’s Discussion. (Media in the attachment)

 

 

Accessible player  

Optional Resources

National Labor Relations Board. (n.d.). Employee rights notice posting. Retrieved September 21, 2012 from http://www.nlrb.gov/poster

 National Labor Relations Board. (n.d.). Retrieved September 21, 2012 from https://www.nlrb.gov/

 

 

MSN Discussion Rubric

Criteria

Levels of Achievement

Outstanding Performance

Excellent Performance

Competent Performance

Room for Improvement

Poor Performance

Content-Main Posting

30 to 30 points

-Main posting addresses all criteria with 75% of post exceptional depth and breadth supported by credible references.

27 to 29 points

-Main posting addresses all criteria with 75% of post exceptional depth and breadth supported by credible references.

24 to 26 points

Main posting meets expectations. All criteria are addressed with 50% containing good breadth and depth.

21 to 23 points

Main posting addresses most of the criteria. One to two criterion are not addressed or superficially addressed.

0 to 20 points

Main posting does not address all of criteria, superficially addresses criteria. Two or more criteria are not addressed.

Course Requirements and Attendance

20 to 20 points

-Responds to two colleagues’ with posts that are reflective, are justified with credible sources, and ask questions that extend the Discussion.

18 to 19 points

-Responds to two colleagues’ with posts that are reflective, are justified with credible sources, and ask questions that extend the Discussion.

16 to 17 points

Responds to a minimum of two colleagues’ posts, are reflective, and ask questions that extend the Discussion. One post is justified by a credible source.

14 to 15 points

Responds to less than two colleagues’ posts. Posts are on topic, may have some depth, or questions. May extend the Discussion. No credible sources are cited.

0 to 13 points

Responds to less than two colleagues’ posts. Posts may not be on topic, lack depth, do not pose questions that extend the Discussion.

Scholarly Writing Quality

30 to 30 points

-The main posting clearly addresses the Discussion criteria and is written concisely. The main posting is cited with more than two credible references that adhere to the correct format per the APA Manual 6th Edition. No spelling or grammatical errors. ***The use of scholarly sources or real life experiences needs to be included to deepen the Discussion and earn points in reply to fellow students.

27 to 29 points

-The main posting clearly addresses the Discussion crit

WAL_NURS6221_03_A_EN-CC.mp4

WAL_NURS6221_03_B_EN-CC.mp4