Lockout and labor-management partnerships
We often hear about employees going on strike to get what they want. We hear less about a tool that management uses known as a lockout that was discussed in Chapter Eight. We will be looking the third straight lockout in the National Hockey League (fourth in the last 21 years), the 2012 NHL lockout, and the lasting damage that it may cause. This tool will become more real to you as you watch the two NHL videos and read the short Boston Globe article.
Your assignment is to read the article and watch the videos on this topic; then, thoroughly and thoughtfully answer the following questions based on this material and last week’s readings in your text:
1. Discuss who you believe if correct in this battle. Do you support the player or the owners in these negotiations? Support your decision based in information from the videos.
2. Do you believe that video made by the NHL Players Association is an effective tactic?
3. Do you really believe that lockouts such as these cause lasting damage? Support your answer. How is this different from 2004-2005 (see the videos and article)?
- Full-fledged labor-management partnerships are rare. Why? In you answer, do not blame only labor unions. In other words, be sure to identify reasons why a variety of stakeholders (shareholders, managers, employees and union leaders) might resist the formation of labor-management partnerships.
- While not sharing a concern for psychological motivators and rewards, Fredrick Winslows Taylors views illustrate the human resource management school’s perspective on employment relationship conflict and labor unions. Explain.