All Souls Hospital (ASH) denies the employee her right to expression and unionism. It is unfair firing her a day before she joins the union representative’s position. A union is a body that is critical for protecting employees’ rights, and humiliating the incoming leaders instills fear and may negatively influence the union’s performance. ASH’s management should not be firing employees because they communicate with their fellow union members via the hospital’s computers during lunch breaks (Noe et al., 2021). Unions also influence employees’ behavior and response toward organizational plans.
The management does not have the authority to threaten members for participating in essential functions of a union, like communicating with each other. It is against labor laws for employers to interfere with union operations. The business also fails to grant her the freedom to collective bargaining that allows workers to participate in groups that demand protection of their rights. Collective bargaining involves unions that help demand good working conditions reject harassment and good pay. Every worker has the free will to join any union provided the law accepts it and does not affect their work.
The hospital’s management should not harass an employee by denying her the right to receive and pass information. A well-managed organization should facilitate information flow to their partners like the union. It should encourage the union’s development by allowing members to communicate when they wish without interfering with its regular schedule. The management should allow the incoming leaders to share with their fellows to create a relationship to see the union grow and understand its members (Noe et al., 2021). An association should communicate with its members since its duties include advocating for employees’ rights.
Therefore, the union’s management should constantly communicate with its members to ensure instant communication. In addition, the management retaliates on the employee for communicating with union members at her own time. It is against the law to respond negatively when an employee joins a union. If the union is legally registered, the firm should respect every member that joins the alliance and protect them against threats such as losing jobs.
There are three crucial decisions that the NLRB may take. The first step is that the NLRB may rule that the fired employee be reinstated as soon as possible. Secondly, the regulatory body may also demand monetary compensation to the employee for the untimely loss. Thirdly, the board may also force the institution to print and post apologies in order to create awareness that they support unionism.
Additionally, the interviewer violates the labor laws on employment when they discriminate against the veteran. EEOC laws dictate that every interviewee should have the equal treatment during interviews. The interviewer should not be biased and should not manipulate the interviewee. All interviewees have the right to fair treatment free from race, gender, or discrimination. Interviewers should weigh competitors with what they have to offer. In this case, the veteran should not be discriminated against but should compete for the position based on her experience and plans. Interviewees must compete against each other on fairgrounds, and the best wins. EEOC laws require interviewers not to treat some competitors with an exception. Human resource officers should not be biased since they should help the company acquire the most resourceful employees for the vacant positions.
Moreover, the interviewer harasses the job seeker by showing inappropriate gestures. The veteran must complain because it is against the law for the interviewer to show her the gestures. The interviewers must respect the interviewees and help them where possible with respect. They should not use inappropriate language or gestures. Any use of unallowed language and gestures affect the interviewees’ performance and creates a bad image for the organization. It creates tension among the interviewees and denies them a chance to share their capabilities. As a result, many job seekers fail the interviews and lose their opportunities. A good interviewer understands that the interviewees are trying their best to get the job and should give them ample time to present their information and ideas on what they can offer. The recruitment laws hold that interviewers should be fair and respectful and allow people to express themselves.
EEOC laws protect all workers in an organization against humiliation from top-level managers and create a conducive working environment. The employees have the freedom to receive and forward information to their union mates. There should be an ethical way to negotiate between the workers and employers through the union (Noe et al., 2021). Organizational administrations should work hand-in-hand with union leaders to help the union grow instead of humiliating and manipulating them. They should not threaten the union leaders by demoting or sacking them. Union leaders need support to lead the union wisely into the right decisions. Additionally, interviewers must respect and treat all interviewees in an upright manner.
Moreover, the EEOC laws prohibit management from discriminating against people due to their age. The interviewer should allow the veteran to express herself and her ability to work without despising her age. Everyone has equal opportunities to relay information about how they will help the organization grow and get selected based on their ability. Using inappropriate gestures is unfitting in an interview and attracts a fine.
The human resource department should apologize to the veteran for the unruly treatment by the interviewer and allow her another chance to be interviewed fairly to determine whether she was the perfect candidate. Also, they can take action against the interviewer by forcing him to apologize to the veteran or even lay them off as a sign of disagreement in their activities. All Souls Hospital should change the interviewing panel to avoid the repetition of a similar incident in the future.
Reference
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2021). Fundamentals of human resource management (9th ed.). McGraw-Hill.