As I take on the role of management, my main focus will be to devise a strategy to maintain a nonunion workforce. It is important to note that the Custom Conveyer Division employs approximately 120 production employees and 11 supervisor/management positions. Among the 120 production employees, there are five semi-skilled job classifications with each classification having an equal number of employees. In Cumberland, there are two other plants that hire employees with similar skills, but their starting pay is about $1 lower per hour compared to CCD. Although there is potential for expansion within the company, work has been consistent lately, yet a possible layoff may occur in two months if new orders are not received.
One worker from the Custom Conveyer Division (CDC) reached out to the regional district director
...of the United Steelworkers about wage differences compared to the General Materials and Fabrication Corporation (GMFC). They also mentioned that some preppers in the CDC were unhappy because their job was more repetitive and dirtier, yet paid the same. Management was informed that Dave, one of the workers, had a Steelworkers local sticker on his toolbox. Despite no union activity at the CDC, top management aims to prevent any such incidents.
The first step in the strategy to ensure that the company remains union-free is to communicate with the employees and establish an open door policy. This policy should be enforced so that employees feel confident in approaching employers when they have problems or are unsatisfied. If a new hire like Dave can already see dissatisfaction in the work area, it is not something that can be hidden. Conducting an
attitude survey can help identify potentially problematic areas early on, allowing management to be aware of the issues (Fossum, 2009, p. 204).
The advantage in wages that CCD has makes it unlikely for the union to make significant gains at the bargaining table. As a manager, I would discuss with Dave his past experience with unions and how his current job differs from his previous workplace. Getting insight from Dave could provide valuable information and help determine if he genuinely sought a new job or came intending to organize internally. Looking ahead, CCD does not expect to hire new employees because of potential layoffs, which reduces the likelihood of Rebecca and Rick initiating internal organization.
If they were to enter, I am uncertain whether a handful of dissatisfied workers would be sufficient to make the entire workforce turn against their employer. The CCD possesses several advantages in their favor; namely, they boast an exceptionally low turnover rate, are leaders in terms of wages, offer excellent employee benefits, and provide 80 percent coverage for family members. Just because there are a few individuals who are unhappy and solely focused on organizing the employees does not necessarily imply that a union will form. By fostering open communication and conducting attitude surveys, any issues should be effectively resolved. The likelihood of organizing posing a significant threat is minimal as everyone appears to be content.
CCD’s turnover rate speaks volumes. The key to maintaining a union-free company or business is keeping communication open. Employer/employee committees allow employees to share their input on hiring, wages, terms and conditions of employment, and other matters (Fossum, 2009, p. 206).
Establishing an honest relationship between employees and employers discredits any potential deceitful campaign literature.
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