Question

***Please help with this Research Paper. Following points are to be covered in the research paper with as much detail as possible:

1. Case Overview - Concise summary of the main issues of the case. Please ensure all issues are identified.

2. Analysis - External and internal analysis of the case issues. Application of evidence based development of course concepts, research and applicable legislation.

3. Implementation & Recommendations - Detailed application of appropriate legislation to form recommendations.

 

***Case Study: "Found: An Unsigned Card"

Tara Wieznetski worked on the seat assembly line for an auto parts

supplier in southern Ontario. She was an outgoing person who was

regarded as a good worker although one who could get easily excited and

sometimes openly display her displeasure with company management.

However, her personnel file showed no disciplinary records during her

five years with the company.

On Friday afternoon, Stan Fisher, the plant's assistant manager, went to

Tara's work station and told her that starting next week she would be

moved to another part of the assembly line, a place where new workers

started out and frankly was the least desirable job on the line. Tara was

shocked by the news and asked Stan if she had done something wrong.

When he started to walk away, Tara started shouting at him and he

turned to warn her to lower her voice. She turned away, uttering some

choice words under her breath.

On her way home later that day, Tara saw a poster for a Canadian

national union displayed on the interior of the bus. She casually read the

ad and punched in the website address on her phone. During the rest of

the trip she read on the union website about things a union could do to

help promote a sense of fairness and protect workers' rights. Tara sent

her phone number and e-mail to the union's web address contact listing.

On Saturday afternoon, Tara received a call from Jo Souma, who

identified herself as a union organizer with the Workers' League of

Canada (WLC). After asking Tara a number of questions about her work

and other complaints she had heard from her peers, Jo invited Tara to

meet her for coffee that Sunday afternoon to talk about work and answer

any of her questions about unions.

Following the Sunday meeting between Jo and Tara, it was agreed that

Tara would invite several of her friends at work, who also had complaints

or at least were somewhat dissatisfied with plant management, to a

meeting the following Thursday at a local pub. Over beer and wings, Jo

listened carefully to what each of Tara's work colleagues said and

responded at the end of their comments with a point-by-point summary

of how the WLC could help their situations—better benefits, improved

vacations, seniority credits for job postings and improved health and

safety practices, particularly in the assembly line areas. At the end of the

night, Joan pulled Tara aside and asked her to get those who she thought

would support a union to sign membership cards during breaks or lunch

hours in the coming week.

Tara started at her reassigned job on the following Monday. She was

certainly motivated to carry out Jo's assignment and by Wednesday had

over 15 of the 30 employees in the assembly line division signed up. Stan

Fisher had kept his eye on Tara since Monday to see how she was

adjusting to her re-assigned job. He noticed that she did have an

unusually larger group of other employees sitting with her during breaks

and at lunch time. On Wednesday afternoon, after Tara and four other

workers left the break room, Stan walked over to the table where they

had been sitting and noted an orange 5 * 7 card on the floor. Picking it

up, he saw that it was a union application card that was not signed. He

immediately took the card to the plant manager's office. Wes Fiers, the

plant manager, was angry with the news and evidence that Stan

presented. He questioned Stan on what he knew about this threat and

who was behind it. Stan mentioned Tara and the names of those he saw

in the break room that day. Stan was directed to have all of these

employees called to a meeting in Fiers's office before the end of the shift.

The nervous group of employees filed into the plant manager's office at

2:45 PM. Stan closed the door and Fiers began by informing the gathered

employees that he had evidence that workers in his plant were attempting

to join a union. At first, he expressed disappointment of learning about

this in the manner that he did, saying he always kept an "open door"

policy with all of his employees. Fiers then raised his voice and said a

union was never going to enter the plant while he was in charge. He

pulled out the unsigned union card, tore it in half and threw it in the

waste basket beside his desk. He ranted about the "empty promises"

unions always make in such cases and in the end a union would only

increase the risk of the company going under in what was a very

competitive auto supply sector. "Think carefully about your future," Fiers

hissed as the employees filed out of his office. Stan pulled Tara aside and

asked her to stay for a minute. When all of the employees had left, she

was asked to take a seat. Fiers sat behind his desk and nodded at Stan.

The assistant manager turned to Tara and informed her that a decision

had been made earlier in the week to reduce staffing in the assembly

division and he regretted to inform her that her job was eliminated. He

said she would be given pay-in-lieu of notice plus severance pay based on

employment standards requirements. He said she should turn in her

security badge and clean out her locker before leaving the plant. "That

will be all," said Fiers as Stan opened the office door.

Tara was stunned by the news. Although she had signed a union card and

late yesterday turned it in along with more than a dozen cards from her

fellow employees to the union organizer, she never thought it could lead

to her losing her job. After cleaning out her locker, she made her way to

the bus stop. While waiting for the next bus, she pulled out her phone

and put in a call to Jo Souma.

Answer 1

1. Case Overview: The main issues in the case are as follows:

a) Tara Wieznetski, an employee at an auto parts supplier, was informed by the assistant manager that she would be moved to a less desirable job on the assembly line, which came as a shock to her.

b) Tara saw a union poster and visited the union's website, becoming interested in the benefits of unionization and workers' rights.

c) Tara had a meeting with Jo Souma, a union organizer, who discussed work-related complaints and explained how the Workers' League of Canada (WLC) could help improve their situations.

d) Tara organized a meeting with her dissatisfied colleagues at a local pub, where Jo outlined the benefits of joining the union and asked Tara to collect signed membership cards.

e) Stan Fisher, the assistant manager, discovered an unsigned union application card in the break room and reported it to the plant manager, Wes Fiers.

f) Fiers called a meeting with the employees, expressed his disappointment about the unionization attempt, tore the card, and warned against the risks of unions.

g) Tara was singled out by Fiers and informed by Stan that her job was eliminated due to a staffing reduction, despite her involvement in the unionization effort.

2. Analysis: External Analysis:

• The competitive auto supply sector sets the context for the company's concerns about unions.

• Applicable legislation related to unionization, employment standards, and termination will need to be considered.

• Research on the benefits of unions and their impact on employee rights, job security, and workplace conditions can provide valuable insights.

Internal Analysis:

• Tara's transfer to a less desirable job raises questions about management's motivations and fairness.

• Fiers' response to the unionization attempt suggests a strong anti-union stance and potential violation of employee rights.

• Stan's involvement in reporting and singling out Tara may indicate management's bias against union activity.

• Reviewing the personnel file and disciplinary records of Tara and other employees can provide additional context.

3. Implementation & Recommendations: Applying appropriate legislation and regulations, the following recommendations can be made:

a) Evaluate the Transfer Decision: Assess whether Tara's transfer to a less desirable job was made based on legitimate business reasons or if it was punitive in response to her expression of displeasure. Review company policies and labor laws related to transfers and ensure fairness in decision-making.

b) Address Anti-Union Behavior: Investigate Fiers' actions during the meeting with employees, tearing the union card, and making negative statements about unions. If found to be in violation of labor laws regarding union interference or unfair labor practices, appropriate action should be taken.

c) Review Termination Decision: Examine the grounds for Tara's job elimination and assess whether it was genuinely due to a staffing reduction or if it was retaliation for her involvement in union activities. Ensure compliance with employment standards and termination laws, addressing any potential violations.

d) Reinstate Tara and Protect Employee Rights: If it is determined that Tara's termination was retaliatory or unfair, reinstate her to her previous position or a comparable role. Establish protocols to protect employees' rights to join or form unions without fear of reprisal.

e) Implement Union Relations Policies: Develop clear policies and guidelines regarding unionization and union activities within the company. Educate managers and supervisors on labor laws, employee rights, and their responsibilities to maintain a fair and respectful work environment.

f) Engage in Collective Bargaining: If a significant number of employees express interest in unionization, engage in collective bargaining with the Workers' League of Canada (WLC) to address employees' concerns and negotiate fair employment terms and conditions.

g) Provide Training on Conflict Resolution: Offer training programs to managers and supervisors on conflict resolution, effective communication, and maintaining positive