The role that organized labor and collective bargaining play in the health care environment and in nursing

The role that organized labor and collective bargaining play in the health care environment and in nursing
Write a 700- to 1,050-word overview of the role that organized labor and collective bargaining play in the health care environment and in nursing. Your overview should:
define collective bargaining,
identify legal components of collective bargaining,
discuss the manager’s role in union organizing,
outline the role of the National Labors Relations Board (NLRB),
analyze the effect of unions on staffing ratios, benefits, and compensation, and
describe the role of the nurse manager in creating a collaborative labor-management relationship.
Research at least three peer-reviewed journal articles less than 5 years old to support your the role that organized labor and collective bargaining play in the health care environment and in nursing assignment.
Format your paper according to APA guidelines.
Click the Assignment Files tab to submit your the role that organized labor and collective bargaining play in the health care environment and in nursing assignment.
HSN 555 WEEK 6 Employee Benefits Brochure
Create a professional recruitment brochure for newly licensed nurses, nurses changing specialties, and nurses changing
The role that organized labor and collective bargaining play in the health care environment and in nursing
organizations. Use your analysis from the Week 5 Learning Activity to help. Emphasize the following aspects in the brochure:
The organization’s care delivery model
Employee benefits
Safety measures
Steps the organization takes to empower nurses at the bedside
Provide at least three peer-reviewed journal articles less than 5 years old to support your assignment. Incorporate in-text citations and references to recognize intellectual property.
Submit the assignment as instructed by your facilitator.
HSN 555 WEEK 6 Trends Executive Summary
Create a 1- to 2-page executive summary analyzing the effects of health care staff trends. Include your recommendations for hiring strategies that:
forecast and describe at least two health care trends,
analyze how the trends will affect human resources, and
identify three to five HRM strategies from the course readings to address the trends.
Research at least three peer-reviewed journal articles less than 5 years old to support your assignment.
Click the Assignment Files tab to submit your assignment.
HSN 555 WEEK 5 Nurse Manager as Coach
Reflect on a peer or new nurse who was struggling in their position.
Develop a 350- to 700-word plan to address their needs from the perspective of a nurse manager using principles of effective coaching. Include the following:
Complete a job analysis of the person’s job.
Describe the current performance, desired performance, strategies to ensure commitment to the change, and follow-up plans.
Align the action plan with organizational mission, vision, and goals along with rationale.
Develop a mentoring and education or training plan for the employee to help prepare him or her for the next role.
Research and provide at least two credible sources less than 5 years old, including the course textbooks, to support your plan.
Include an APA-formatted reference list.
Submit the assignment as instructed by your facilitator
Nurses have the option of joining a labor union on occasion.
Learn about the advantages and disadvantages of nurses joining labor unions.
Examine a typical day in the life of a nurse and examine why nurses may require labor unions.
Updated on January 22, 2022
“Maria, you don’t seem so hot today.”
‘Have you taken a break today?’
“Just enough time, Suzy, to eat a banana.”
I’m completely spent.
They forced me to work a double shift last night, so I worked both days and afternoons and didn’t get home until after midnight.
I’m dying from the required overtime.”
“I see what you’re getting at.
Last week, the clinical manager told us that if we don’t finish our charts on the shift, we’ll have to punch out and keep charting until we’re done, and we won’t be paid for it.
That truly irritates me!”
These types of discussions are all too typical in the healthcare industry, which is why nurses need labor unions.
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Why Do Nurses Require a Labor Union?
Nursing has been referred to as a “calling” in recent years.
Many people still remember the committed nurse in a white cap and starched dress by the patient’s bedside late at night.
However, in recent decades, major companies and consulting organizations have taken over the management of healthcare facilities.
With their business degrees, lack of medical expertise, and detachment from the realities of the healthcare setting, as well as commercial incentives, these executives have reinvented the care environment to suit their own needs.
Hospitals and their staffs have been forcibly reformed and shrunk.
As a result, nurses’ trust in their administrative leadership has eroded significantly.
According to an executive summary of the Institute of Medicine’s report, “To Err is Human: Building a Safer Health System,” published by The National Academies Press,
“A sense that initiatives in patient care and nursing job redesign have prioritized efficiency over patient safety has contributed to this loss of trust.”
And, given that poor patient outcomes and mortality in hospitals have been linked to a loss of confidence in recent decades, nurses clearly need a strong voice to speak for their patients and for themselves.
This voice can be gained through the use of collective bargaining or the formation of nurse labor unions.
Collective bargaining is the process of negotiating salaries, working conditions, hours, and other pertinent topics between labor and management.
The following are the primary components that are used to characterize collective bargaining systems in this chapter:
Collective bargaining coverage – the percentage of workers covered by collective agreements – is tied to membership in signatory employer organizations and trade unions, as well as agreement expansions to other enterprises and workers in a sector.
Firm, sectoral, or even national bargaining levels are used to negotiate collective bargaining agreements.
Firm-level and higher-level collective bargaining are combined in multi-level bargaining.
The degree to which corporations can change the terms of higher-level agreements.
This spans from totally decentralised systems, where collective bargaining can only take place at the business level, to centralised systems, where enterprises have little or no room to deviate from sectoral or national-level agreements.
Between these two extremes, organized decentralisation permits sectoral agreements to establish broad framework conditions while leaving specific provisions to firm-level bargaining.
The role of pay coordination between sectoral (or firm-level) agreements in taking macroeconomic variables into account, such as the formulation of common salary targets.
Coordination may also occur in the workplace, for example, in the areas of training and occupational health and safety.
The following are the key empirical findings:
Employees who are covered by firm-level negotiating receive a salary premium relative to those who are not covered or who are only covered by sectoral bargaining at the individual level (within nations).
When comparing collective bargaining systems across nations, co-ordinated systems – including those marked by organized decentralisation – are associated with higher employment and reduced unemployment (especially among young people, women, and low-skilled workers).
In the middle are primarily centralised systems with no coordination.
Wage dispersion is also affected by collective bargaining, with larger dispersion in systems where there is no collective bargaining or where firms set salaries autonomously.
Workers who are covered by sectoral bargaining, on the other hand, have the least wage dispersion.
Smaller returns to education, seniority, and prospective experience for workers covered by collective agreements contribute to the lower salary dispersion associated with sectoral bargaining.
The influence on wages is also mediated by the link between collective bargaining and productivity growth.
If agreement coverage is high, centralized bargaining regimes are related with lower productivity growth.
This finding implies that centralised bargaining systems’ lack of flexibility at the business level may be at the expense of weaker productivity growth.
Higher coordination in decentralized systems, on the other hand, does not appear to have a negative impact on production.
In the last two decades, many OECD countries have taken moves toward decentralization.
Overall, the above-mentioned organized decentralisation tends to produce improved employment outcomes, increased productivity, and higher salaries for covered people.
Other forms of decentralisation, on the other hand, that merely replace sectoral bargaining with firm-level bargaining without coordination within and between sectors, are linked to inferior labor market outcomes.