CASE STUDY TOPIC Cultural Clash– A labor Relation Epidemic At Shiowa Industries CASE STUDY QUESTION 1. Drawing on the typologies of cultural differences discussed in the tutorials‚ discuss why Showa Industries has experienced HR difficulties at its Hamburg plant. Why might managers have assumed Germany to have been a good “fit” for the company? In the case of Shiowa Industries‚ HR difficulties stems mainly from the assumption that the similarities are without cultural differences‚ and
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salespeople‚ buy and sell stock‚ supervise all operations‚ and make out the weekly work schedule. Name and explain the type of agent that Jon’s authority made him. Jon is a general agent. A general agent is a person who is given broad authority to act on behalf of the principle in conducting the bulk of the principal’s business activity on a daily basis. As a general agent‚ Jon has the authority to take these independent actions‚ which protect and promote the interest of the dealerships. 2. Christine
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also seek to promote the responsiveness of organizations‚ communities‚ and other social institutions to individuals’ needs and social problems. The main issue that needs to be addressed within my company is some issues pertaining to the Fair Labor Standards Act‚ holiday pay‚ and having an Human Resources Representative at our local site. I believe that my organization needs to take the time to explain to its employees what their rights
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do you see with interpreting labor and employment laws and court decisions? There are a lot of grey areas in interpreting labor and employment laws. No one case can exactly apply to another. The must rely on precedents but be able to adapt them. For example the three part test (mentioned below) can be adapted to almost any case involving supervisory status. Case Study 3.1 1. Drake and Keeler could argue that they were engaged in a concerted and lawful act. This means two things‚ they
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Department is a critical area among hospitals and a target for lawsuits. Studies reported that 70% of the lawsuit occurred at the ER is due to negligence and poor follow-up care. Actually‚ Hospital regulations under the Emergency Medical Treatment and Labor Act(EMTALA) requires the stabilization of the patient
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IMPROVING LABOR-MANAGEMENT RELATIONS In today’s highly competitive global economy it is very important for both management and labor to work together to continuously improve the performance of the business as measured by the quality‚ price‚ and features of its products‚ the satisfaction of its customers‚ and the benefits provided to all its employees. Achieving continuous improvement requires good labormanagement relations‚ the timely resolution of workplace disputes‚ the effective use of
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World Applied Sciences Journal 17 (3): 319-326‚ 2012 ISSN 1818-4952 © IDOSI Publications‚ 2012 The Effect of Emotional Labor Strategies on Employees Job Performance and Organizational Commitment in Hospital Sector: Moderating Role of Emotional Intelligence in Iran 1 Kamal Ghalandari‚ 2Maryam Ghorbani Ghale Jogh‚ 3Mahdi Imani and 4Leila Babaei Nia Department of Business Management‚Qazvin Branch‚ Islamic Azad University‚ Qazvin‚ Iran Department of Public Management‚ Naghadeh Branch‚ Islamic
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Justin Brown MGMT 371-101 Assignment 1 9. List the five general purposes of the Railway Labor Act. • To avoid any interruption to commerce or to the operation of any carrier engaged • To forbid any limitation upon freedom of association among employees or any denial‚ as a condition of employment or otherwise‚ of the right of employees to join a labor organization. • To provide for the complete independence of carriers and of employees in the matter of self-organization
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DRIVE AT APOLLO CORPORATION The Union Drive at Apollo Corporation [Name of Student] Kaplan University MT203: Human Resource Management [Name of Professor] [Date of Submission] The Union Drive at Apollo Corporation The case study of labor relations at Apollo Corporation concentrates on the violations committed by the Human Resource Director with regards to the termination of employment of a long-time employee despite the employee having substandard qualities in terms of work performance
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THE INDUSTRIAL RELATIONS ACT 1973 Act 67/1973 ARRANGEMENT OF SECTIONS PART I – PRELIMINARY 1. 1. Short title. 2. 2. Interpretation. 3. 3. Application of Act. PART II - REGISTRATION OF TRADE UNIONS 4. 4. Register of trade unions. 5. 5. Registration of trade unions. 6. 6. Application for registration. 7. 7. Objections to registration. 8. 8. Consideration of application and objection. 9. 9. Grounds for refusal to register. 10. 10
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