HRM 402 Final
Explain the difference between disparate impact and disparate treatment.
Disparate treatment occurs when a person is treated differently because of that person's race, color, religion, sex, or national origin. Disparate impact is when an activity that may appear neutral at face value significantly and adversely affects the members of a particular protected class. When the percentage of any race or gender group passing the selection test is less than four-fifths of the highest group.
Describe how different types of justice perceptions are influenced.
Distributive Justice - Is the outcome fair? - THE OUTCOME- hard to optimize for everyone Procedural Justice - Is the process for determining outcomes fair?- HOW DID YOU GET THERE Interpersonal Justice - Was I treated fairly (respect & dignity)?- DID YOU TREAT PEOPLE WITH RESPECT? Informational Justice - Am I kept informed in a timely manner?- DO YOU KEEP PEOPLE UP TO DATE?
Solomon four-group design - This is the best one
R O X O R O O R X O R O Looking at four different groups where each group receives a different combo
Describe the primary reasons why employees unionize and list ways that organizations can reduce the likelihood of unionization occurring.
Why would employees want to unionize? - Economic needs - Dissatisfaction with management - Social and leadership concerns Ways to reduce unionization - Pay above the market - Promote from within - Conduct cultural audits - Offer job rotations and training programs - Share information with employees about the state of the organization - Make work conditions desirable
Posttest only design
X O (experiment then observe)
Agency shop
You don't have to join, but you still have to pay union dues
Assessment phase
assessing the training needs and resources, identifying training and objectives, and developing criteria
Landrum-Griffin Act (Labor Management Reporting and Disclosure Act)
o In response to widespread problems (union fraud, embezzlement, mob influence, extortion, etc.) o Regulates internal conduct of unions o Five key areas o Union Member Bill of Rights (due process, etc.) o Reports to Secretary of Labor o Union trusteeship controls o Conduct of union elections o Financial safeguards Increased more government control
Norris-La Guardia Act (Federal Anti-Injunction Act)
o Legislature must determine whether a strike is illegal (not courts) - got rid of court injunctions o Courts cannot prevent aid from labor unions (e.g., strike-relief funds) o Courts generally cannot interfere with union picketing/messaging except in cases of violence or fraud o Yellow-dog contracts become legally unenforceable
Wagner Act (National Labor Relations Act)
o Unfair Labor Practices: Employers can neither interfere with collective bargaining (wage negotiation) efforts nor "restrain or coerce" employees o Can't threaten to fire or change any term of employment (e.g., wages) to encourage or discourage union membership o No retaliation against those who file complaints o Creates National Labor Relations Board (NLRB) o Employers must bargain in good faith with employee representatives
Training and development phase
pretest for trainees, selection of training methods and learning principles, and the training itself.
Define the terms "validity" and "reliability" as they are used in employment testing.
reliability > .7, validity must be statistically significant Reliability: consistency of measurement or repeatability 0.7 threshold Validity: refers to the extent to which a predictor variable is correlated with a criterion variable, 0.05 threshold, or statistically significant A test may not be valid without being reliable
Featherbedding
restrictive work rules that require more workers than are necessary to perform a job
Criminal Conspiracy Doctrine
something legal done by an individual can be illegal when done by a group, this is used to rule labor unions illegal conspiracies in restraint of trade
Describe techniques for improving the transfer of training.
• Before Training -Behavioral contract • During Training -Structure for generalization -Relapse prevention training • After Training -Opportunity to perform (as soon as possible) -Practice Sessions -Reinforcement
Theories that explain forgetting:
• Passive Decay Through Disuse • Retroactive Inhibition - what you learn now makes it harder to remember what you learned before -Learned all the fish, but have to stop learning student names so I can remember the fish • Proactive Inhibition - previous learning material hinders current learning • Motivated Forgetting - Desiring to forget
Understand different approaches to training programs, including the use of various levels of learning and learning strategies.
• Presentations/Lectures • Discussions • Case Studies • Discovery • Role Plays • Simulations • Modeling • On-the-Job Training • Etc.
Reliability
"Consistent measurement"---.7 If someone were to take the test again, would they receive a similar score? Test-retest Give the same test again Alternative-forms Test A and a Test B Split-halves Shortcut of alternative forms One test, split in halves Conspect (inter-rater) The degree of agreement between two evaluators Does everyone agree on one candidate Rater effects
• Court Injunctions
A court order that directs a person or group to refrain from pursuing a course of action. . Issued when it is believed that without them irreparable damage to property will occur, leaving the owner with no remedy to obtain compensation for the loss.
Dues check-off
A dues check-off provision allows union dues to be paid directly to the union by the company's payroll office if a member signs an affidavit agreeing to such a payroll deduction.
Maintenance of membership
A maintenance-of-membership shop requires that employees who join voluntarily must continue paying their membership dues until the present contract expires.
Yellow-dog Contracts
A statement employees were required to sign in which they agreed not to join a union.
Operant Conditioning
Actions that are followed by reinforcement will be strengthened and more likely to occur o Gamification - incorporating aspects of game design into work
Just cause
Disciplinary action should only be taken for good and sufficient reason.
Explain the protections provided by Title VII of the Civil Rights Act.
Prohibits discrimination in employment on the basis of race, color, religion, sex (includes sexual orientation and gender identity), or national origin Applies to employers with 15 or more employees, employment agencies, labor organizations, state and local governments, and educational institutions
Explain the purpose of COBRA coverage.
Protect people who leave an employer from losing their benefit coverage. Requires employers of 20 or more employees to extend health insurance group benefits to terminated employees, to employees with reduced hours, and to the employees' spouse and dependent children. A qualified beneficiary is entitled to 18 months of continued coverage if the qualifying event is due to termination or reduced hours. A disability allows 11 extra months. An additional event allows 36 months.
Describe approaches for addressing different learning styles.
Visual learners -Powerpoint presentations -Videos -Diagrams Auditory learners -Lectures -Discussions -Audio recordings Kinesthetic learners -Handling objects -Constructing models Get all the senses involved when you do a training.
HBR, Rivera
- "Firms are wasting millions recruiting on only a few campuses" - Core schools are typically the three to five most elite institutions in the country from which employers draw the bulk of their new hires. - Target school include 5-15 schools have smaller scale recruiting events - Non Listed schools are left out of the game - "They've done two-thirds of the work for us already" - Geographic proximity to a firm's office could add a new school to the list - This way can limit their ability to attract top performers - Diverse teams and orgs can outperform homogenous ones - Restricting recruiting to elite schools carries large training costs. They are less likely to offer practical instruction in the skills necessary - Companies that want to limit the downsides of on-campus recruitment can begin by adopting a more expansive definition of educational quality to include universities with high academic achievement and diversity
Identify what companies must do as part of bargaining "in good faith."
- 1,000s of NLRB cases help define the term, totality of behavior is evaluated - Company must provide relevant information to union - Must actively participate (open mind, sincere desire to reach an agreement) - Must meet at reasonable times and intervals - Must have an authorized decision-maker at the table - Must make counter proposals - can't ever say no - No requirement to reach agreement or make concessions o Impasse can (and often will) be evaluated by the NLRB
Define "right-to-work" as it relates to labor unions, and explain what legislation makes "right-to-work" laws possible.
- A provision granted by the Taft-Hartley act - Allows states to forbid union shops, thus making union membership an optional rather than a mandatory requirement to hold job - "right to work"- you don't have to join a union - right to work states only have Open shop
Describe the key concepts of learning theory and recognize their application (classical conditioning, operant conditioning, social cognitive theory).
- Classical conditioning - Operant conditioning - Social cognitive theory
Explain how to perform a training needs assessment.
- Organizational analysis - Task analysis - Individual analysis
For a grievance procedure to be effective, it must:
- Protect against retaliation - Provide timely responses - Give fair consideration
Organizational analysis
- examines problems of an organization and where they are located. o Specific areas that need to be examined are organizational-effectiveness indices, HR succession planning, and the organizational climate § How well the organization is achieving its goals
Individual analysis
- how well individual employees are performing their jobs. Training should be for those who need it. § The strengths and weaknesses of the current employees
Task analysis
- lists different tasks an employee performs and identifies the kinds of skills and behaviors required to perform them § The skills needed by the work force to accomplish these goals
Evaluation phase
- training is monitored, and training outcomes are compared against criteria in order to provide feedback
Choosing control groups
Ideally should be as similar as possible Demographics, geography, tenure, productivity Random sampling Matching Stratified random sampling
List and explain the steps of a grievance procedure.
1. Submit a complaint to the supervisor • Depending on the agreement, submit it in verbally, written or prepared form. •Employees can request a steward to help them •First meeting will involve the aggrieved employee and the supervisor in an informal exchange. •A vast number of workers' complaints are settled satisfactorily by a simple discussion. 2. If an employer is not satisfied with the actions of the supervisor, the grievance can be appealed to step 2 •Grievance is almost always written •Employee represented by the chief plant steward or business agent •Employer represented by the superintendent or industrial relations office. •In smaller companies the step is usually bypassed. 3. If the union is not satisfied with the actions of the superintendent or industrial relations office, the grievance can be appealed to step 3. •Here the plant manager of industrial relations represents the employer •Union represented by plant grievance committee •In smaller companies these groups as the highest ranking officers for both management and union represent the second step in grievance procedure •Grievances not settled in this step may go directly to arbitration 4. Large corps may have a 4th step where top corporate officers meet with representatives of the international union to resolve unsettled grievances •# of grievances that reach this step is small 5. Binding arbitration by an outside third party acceptable to both management and the union •Both parties agree beforehand to abide by the arbitrator's decision.
List and explain the steps of a progressive discipline system.
1. Verbal warning - simple comment by a supervisor that certain acts are not acceptable. Purpose is to set expectations. Nothing is recorded. Used for minor offenses 2. Verbal reprimand - employer informs the employee that the situation is not acceptable, and that improvement is required. Should be private. Employees should understand the problem and know how to correct it. 3. Written reprimand - written description of the problem and the disciplinary actions accompanying it 4. Suspension - when an employee fails to respond to the written reprimand and persists in wrongdoing. The suspended employee is not allowed to work for a period of time and his or her compensation may be reduced accordingly. 5. Discharge - Employees who persist in wrongdoing and who fail to respond to previous disciplinary actions should be terminated.
Explain the process required for a union to become certified.
1. Workers want to unionize - Employees contact union 2. Union helps them unionize - organizational meeting; form in-house organizing committee - Organizer petitions the NLRB for an election (30% authorization cards needed) 3. Get the government involved. Employer notified about the election. - Publicity campaign seeking votes 4. Agreement is negotiated if elected - Agreement or impasse 5. Agreement is administered
Explain the qualified privilege doctrine.
Allows previous employers to describe former employees' work records to prospective employers provided the info is factual and relevant, and serves legitimate business purpose. Protects the employer from defamation
Explain how to write effective learning objectives.
As a result of this training, the learner should be able to ___. o Performance - what the trainee is expected to do o Condition - important circumstances under which the performance is to occur o Criteria - description of acceptable performance in a quantifiable and objective way
HBR, Parker
Benefits of well-designed work included job satisfaction, engagement, improved home-work balance, lower job stress, better well-being, and an overall sense of purpose 1. Managers often make boring jobs more boring - Managers tend to create roles that are highly repetitive and boring 2. Managers would often rather "fix the worker" than change the work design - Look at the job design - Don't ignore the psychology
Validity
Content validity (typing test, driving test) Realistic of the job You want to be very thorough in making this Construct validity (IQ test, honesty test) Fraud triangle What I am measuring is important for the job conceptually Criterion-related validity (preferred) Predictive validity Collect data in applicant process Collect performance data from present employees Concurrent validity Collect predictor data and criteria data at the same time from present employees *Range restriction When you are selecting an elite group there.... You are alterficials restricinting Weaker correlations *Showing statistically if there is a relationship between the two Face validity First impressions Does it feel reasonable to the applicants Personality tests - not the greatest valid "Tell me about your fav TV show
List and describe the anti-union weapons used in the early days of the labor movement.
Criminal Conspiracy Doctrine Court Injunctions Yellow-dog Contracts Anti-trust Laws (Sherman Anti-trust Act, 1890)
Explain criterion-related validity.
Demonstrates a statistical relationship between the presence of these competencies (skills/abilities) and measures of individual and organizational performance, when it comes to validating a new competency model (pretty much like a job description) Empirical data that confirms the selection procedure is predictive of (significantly correlated with) important elements of job performance
Explain who is covered by the Age Discrimination in Employment Act.
Designed to protect employees who are 40 years of age and older from arbitrary and aged-biased discrimination in hiring, promotion, training, benefits, compensation, discipline, and terminations. This includes protection of benefit plans.
Describe the recommended ways for determining witness credibility in workplace investigations.
Determining Witness Credibility (holistic) (EEOC Tips) • Plausibility - Believable at face value? Does it make sense? • Demeanor - Did they seem to be telling the truth/lying? • Motive - Did they have a reason to lie? • Corroboration - Do witness testimony or other evidence support? What people are saying matches up with the hard evidence that I got? • Past Record - Is there a history of similar behavior in the past?
Protected activity
Economic in nature over terms and conditions of employment Strikers can be temporarily or permanently replaced. Once the strike is settled, employers are required to give priority to rehiring former employees as job openings occur. Caused by an unfair labor practice Strikers can only be temporarily replaced, unless they are guilty of misbehavior Lockout: when an employer refuses to allow employees to work Temporary replacement workers may be hired Only permissible as a result of impasse over terms and conditions of employment Right to strike, right to picket Consumer boycott Sick out Recognitional and organizational picketing - must file a recognition petition after 30 days
Open Shop
Employees are not required to join a labor union (legal everywhere)
Union shop
Employees required to join a labor union soon after hire and must remain a member for the duration of the job (legal in some states, prohibited in right-to-work states)
HBR, Cappelli
Employers continue to hire at a high rate and spend enormous sums to do it but they don't know whether their approaches are effective at finding and selecting good candidates Businesses focus on external candidates - don't track the results of their approaches - They often use outside vendors and high-tech tools that are unproven and have inherent flaws - Retention has become tough. Companies hire from their competitors - Track the percentage of openings filled from within - Require that all openings be posted internally - Recognize the costs of outside hiring Return to filling most positions by promoting from within. Measure the results produced by vendors and new tools, and be on the lookout for discrimination and privacy violations
Describe the purpose of human resource planning.
Ensure the availability of skilled and competent workers
Describe the strengths and weaknesses of the various research designs for evaluating training.
Experimental treatment or training program = X Observation or measurement = O Random assignment of participants to group/training condition = R
Identify factors that would influence whether a worker is an employee or an independent contractor. There are six factors which should be evaluated holistically
Extent to which the work performed is an integral part of the employer's business Worker's opportunity for profit or loss depending on his or her managerial skill Extent of the relative investments of employer and worker Whether work requires special skills and initiative Permanency of the relationship Degree of control exercised or retained by the employer
HBR, Priestland & Hanig
First level leaders are criminally under trained Highlight a good example of a big company doing it right - Multiple focus groups - Worthwhile to get it right
List the reasons for which FMLA leave may be taken.
Gives employees greater flexibility in responding to individual and family needs and medical emergencies without fear of losing their jobs. Entitles eligible employees to take up to 12 weeks of unpaid leave each year for specified family and medical reasons. Applies to employers with 50 employees within 75-mile radius. Eligible employees: 12 months tenure, 1250 hours worked in prior year, located in eligible facility Reasons: - a new child is born to the employee - a new child is placed with the employee for adpotion or foster care - the employee is needed to care for a seriously ill spouse, child, or parent (not in-law) -the employee has a serious health condition -the spouse, son, daughter, or parent of a person on or about to be on active military duty for any qualifying exigency -a spouse, child, parent, or next of kin needs to care for a family member who has a serious illness or injury during military service
Internal threats to validity (competing explanations)
History - an event that is not the training made employees better Maturity - People naturally grow and improve. Time improved them, not training. Sensitizing effects of the pretest Instrument decay- machines not working well, systems changing Alpha = true change (goal) Beta = person uses instrument differently Gamma = construct being measured changes Statistical regression to the mean Mortality: people dropping out of studies Selection bias
Describe the verification requirements of an I-9 form.
Immigration Reform and Control Act (IRCA)- to reduce the number of undocumented immigrants coming into the US for employment. Prohibits the hiring of illegal immigrants Employees are required to sign an I-9 form Proof of identity (List B) Evidence of employment authorization (List C) Prohibits discrimination based on citizenship or national origin Establishes criminal and civil sanctions for hiring individuals who don't have the right to work in the United States
Off the Job:
Independent Study Train yourself through technology, classes, google, asking coworkers Corporate Universities Company trainers, executives, online classes Vestibule Training Occurs in a separate training area like the actual production area Great because it closely simulates the work environment Lecture Case Studies Real information and scenarios, but low stakes Conferences and Discussions Role Playing Simulations and Business Games Help learn long term effects of actions in a short term activity Programmed Group Exercises Television and Video Asynchronous Learning Networks Flexibility of time and space Computer-Based Learning Teletraining and e-Learning Mobile Learning Microlearning
Logical consequences
It is an imposed punishment that is related to the misbehavior. Ex. The employee is required to arrive five minutes early for the next meeting and set up chairs Contains a logical relationship to the violated rule
Contrived consequences
It is an imposed punishment that is unrelated to the misbehavior. Ex. The employee has to buy hot chocolate and doughnuts for everyone for the next meeting.
On the Job:
Job Instruction Training (JIT) Accurate and immediate feedback Demonstration of exactly how to do it Apprenticeships Customizable to the individual Allows an early salary while still learning Internships/Assistantships College credit/cooperative education Returnships Get them up to speed from where they left off before leaving the workforce Job Rotation and Cross Training Increased skills, more productive, more flexible Disadvantages: employee can feel temporary, more orientations = more lost time Action Learning: Project Assignments and Committee Assignment Learn by doing Coaching and Counseling Feedback, encouragement, explanations
Identify different learning curves and explain what might influence their shape.
Negatively Accelerating Learning Curve - Improve early and then plateau o Losing weight - Positively Accelerating Learning Curve - Start out very slow and then progress takes off dramatically o Technical skill (coding in R) o Learning to ski - S-Shaped Learning Curve -Start slow, accelerate, then plateau a little bit General learning curve, basic proficiencies Ex: Professional sports - Learning Curve with a plateau - Learn and then plateau or even regress before improving and then plateau again - Three explanations for plateaus: o Hierarchy-of-habits - Need to learn the next level of habits in order to progress o Motivation decline o Unlearning incorrect responses
Identify when workplace investigations are required by law.
Legal mandate • Harassment • Discrimination • Retaliation • Safety (including threats) General practice (most companies) • All complaints investigated Don't immediately dismiss the boy/girl who cried wolf
List and describe the types of bargaining issues that may/may not be discussed during labor contract negotiations.
Mandatory • Must discuss in good faith • Can lead to impasse • Can be basis for strike • Wages, hours, benefits, workloads, production standards, rules Voluntary • No obligation to discuss • Cannot lead to impasse • Cannot be basis for strike • Dues check-off, designation of negotiators, punishment for crossing picket lines, contract duration, ratification of supervisor promotions, type of "shop" Illegal • Yellow-dog contracts, closed shop arrangements, compulsory dues check-off
Human Resource Specialists
Members of a department who specialize in a particular human resource function, such as staff, compensation or employee relations
Closed shop
Only union members can be hired (Taft-Hartley Act makes this illegal)
Natural consequences
No one imposes the punishment; it occurs automatically as a result of the misbehavior. Ex. The employee misses information Most effective
Pretests- post test comparison
O X O (observe, experiment, then observe again) Allow you to answer the question "better than what"? Can sensitize or prime employees (Hawthorne effect)
List and explain the benefits of various on- and off-the-job training methods
On vs Off ON= practical practice, no equipment, immediate transfer of learning OFF = supplemental, long term development, encouraging reflective thought and new ideas. However, often not immediately applicable/hands-on
Explain what would be considered unfair labor practices for unions and companies during a union election.
Reversing the results of an election by certifying a union that failed to receive a majority is a controversial action that the NLRB takes only when an employer has engaged in unfair labor practices. - If a majority of workers signed authorization cards, but less than a majority voted for the union, the NLRB reasons that the union had a majority support before the employer acted unfairly
Control groups
Untreated (pretest, training, or both), but still exposed to same general conditions Allows you to rule out competing explanations (internal threats to validity) History: something else occurred that caused the change Maturity: People naturally grow over time
Unprotected Activity
Secondary boycott When unions threaten to withdraw their pension funds from leading institutions that support anti-union companies Mass picketing - if too many people are a part of it and it disrupts traffic or creates a threatening atmosphere Cannot prevent employees from crossing the picket line and going to work Sit-down strike/wildcat strikes - employers are allowed to fire you for these Hot cargo agreement - an agreement that requires an employer to cease doing business with a nonunion company Jurisdictional strikes - when two or more unions dispute over which union should be allowed to perform a particular job Certification strike/recognitional strike - called by a group to protest the results of a certification election and to force the employer to recognize a union other than the union that won certification
Explain the major provisions of the Fair Labor Standards Act.
Sets minimum wage standards, overtime pay standards, child labor restrictions, and related recordkeeping requirements Minimum wage, overtime, child labor, record keeping qualified
List and describe the types of criteria used for evaluating training.
What are you measuring? - Reactions of participants - Learning new skills and competencies - Behavioral changes - Measurable results
Describe the different types of strikes and identify which types are legal and which are illegal.
Strike: When a group of employees refuses to work • Economic strike • Result of impasse over terms and conditions of employment • Strikers may be temporarily or permanently replaced • Unfair labor practices strike • Protesting an unfair labor practice • May be temporarily replaced Lockout: When an employer refuses to allow employees to work • Temporary replacement workers may be hired • Only permissible as a result of impasse over terms and conditions of employment
Economic strike vs unfair labor practice strike
Strike: when a group of employees refuses to work. Economic strike: caused by disagreement over the terms and conditions of employment, such as wages, benefits, or work schedules. Unfair labor practice strike: caused by a condition of employment that violates one of the labor laws or an NLRB ruling.
Describe the conditions in the United States that led to the passage of the laws that govern labor-management relations.
The industrial revolution had large numbers of workers in factories, long hours, dangerous conditions Machines designed for efficiency, not safety Girls commonly didn't receive an education = sent to work in factories Employers are motivated to give greater accommodations since the group has power. Turnover is expensive and hurts the company economically. The Great Depression is what prompted two union-helping laws: the Norris-LaGuardia Act, and the Wagner Act The end of WWII and the incessant power of unions at the time encouraged an amendment to the Wagner Act (Taft-Hartley).
Explain the purpose of employment branding.
The process of developing and projecting an image that makes people want to work for the company
Human Resource Manager or Executive (Generalist)
They have a broad comprehension of all human resource functions and how they interact with other departments Typically a generalist who administers all of the human resource functions
Describe the role of the NLRB (National Labor Relations Board).
To administer the Wagner Act. It was given the authority to administer the act in a peaceful and democratic manner. - protect the rights of employees, employers, unions, and the general public. - To protect these rights, the NLRB performs two major functions: conducting representation elections and resolving unfair labor practices.
Classical Conditioning
Unconscious or automatic learning. The Office (Jim giving Dwight an Altoid when his phone boots up)
Describe the systems model of training and development.
o Assessment phase o Training and development phase o Evaluation phase
Classical conditioning -
connecting or paring a neutral stimulus with a reflexive response o Food causes salivation o Stress causes blood pressure to rise
Due process
disciplinary actions follow and accepted procedure that protects and employee from arbitrary, capricious, or unfair treatment
Operant conditioning
focuses on learning voluntary behaviors that are under the control of the muscle system of the body. o Individuals learn to emit certain behaviors because they are rewarded by the environment Examples from class: Example: Prof. Reeves' undergrad class would be a bit disruptive if their professor moved to one side of the classroom, and thereby trained her to stay in one side and not move to the other. Example in the workplace: pay for performance
Social cognitive theory
learning is influenced by what is reinforced, either extrinsically or through self-administered reinforcement, especially the anticipation of future rewards. The environment influences individual behavior, but individuals influence their environment. Learning through the consequences of behaviors by way of the observation of others Behaviors that are rewarded are more likely to occur in the future Responses that are punished will be terminated. Behavior is influenced by the environment and at the same time the environment is influenced by the behavior this is called reciprocal determinism
Anti-trust Laws (Sherman Anti-trust Act, 1890)
limits a variety of vital union activities, especially strikes or boycotts During the 1800s the concept of free enterprise was threatened by large corporate trusts and combinations that attempted to monopolize the production and sale of selected products. To act against this threat the congress passed the Sherman Antitrust Act of 1890. In 1914 the Clayton Act was passed: this law stated that labor was not a commodity or an article of commerce and that antitrust laws could not be construed to forbid the existence of labor unions. = worthless If you are all bargaining together and manipulating against the market is illegal.
Taft-Hartley Act (Labor Management Relations Act)
o 12 years after Wagner Act o Now unions cannot "restrain or coerce" employees o Now unions must also bargain in good faith o Unions cannot boycott suppliers or purchasers o Featherbedding is illegal - taking care of friends and family. Featherbedding restrictive work rules that require more workers than are needed to perform a job. o No excessive membership fees/dues o Bans certain union arrangements and allows states to pass "right-to-work" provisions o Federal employees prohibited from striking o President can intervene when a strike creates a national emergency
