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describe three pieces of legislation that have been critical in defining the rights of management an

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describe three pieces of legislation that have been critical in defining the rights of management and unions.
In your paper answer the following question:
Why are the laws you chose important and what role did they play in shaping today’s management-union
relationship?strong>
Legislation of Management and Unions
Labor unions have been a staple in many different industries. The purpose of a union is to
organize workers, to act cooperatively together, requesting to promote and protect their mutual
interests through collective bargaining. With the rise of unions across the United States came
pieces of legislation to help define the rights of management and the members of the labor
unions. There are three pieces of legislation that have played an important role in defining these
rights.
The first piece of legislation that helped to define the rights of management and the members of
the labor unions was the National Labor Relations Act of 1935, also known as the Wagner Act.
The main purpose of the Wagner Act was to give employees the right to form and join unions, to
engage in collective bargaining, strike against their employers, and to practice activities that
supported their mutual interests. With the introduction of the Wagner Act came the National
Labor Relations Board (NLRB). The NLRB is a governmental board that has five members who
are appointed by the president of the United States, who are responsible for forming proper

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bargaining units, performing elections to determine union representation, and avoiding or
correcting employer actions that could lead to unfair labor practices. The NLRB only had
corrective action power so employers did not have to worry about any penalizing actions coming
from the government. The Wagner Act provided unions with the legal identification that they
were looking for as being a legitimate interest group within America’s labor industries. But with
the Wagner Act there was public objection because the balance of power had shifted too far in
favor of the employees (DeCenzo & Robbins, 2010).
This shift of power prompted the second piece of legislation that helped to define the rights of
management and the members of unions to be introduced. This piece of legislation was the
Taft-Hartley Act. The main purpose of the Taft-Hartley Act was to amend the Wagner Act by
dealing with unfair labor practices that employers were concerned with. Some of the unfair labor
practices that the Taft-Hartley Act addressed were that unions could not control or intimidate
employees into joining a union; that employers could not discriminate against an employee who
was denied union membership; that unions and employers could not refuse to bargain
cooperatively; and so that unions could not charge unnecessary or biased dues or fees under
shop contracts. The Taft-Hartley Act also had provisions in it that made closed shop
arrangements illegal. These provisions shifted the power from being in the unions favor to more
of an equal amount of power between the unions and the employers (DeCenzo & Robbins,
2010).
The third piece of legislation that helped to define the rights of management and the members
of the labor unions was the Landrum-Griffin Act of 1959, also known as the Labor Management
Reporting and Disclosure Act. This act was also an amendment to the Wagner Act. The main
purpose of the Landrum-Griffin Act was to provide protection to members of a union if the union
was found to be doing something against the law. This act also required that all unions had to
disclose their financial statements. The reason that the unions were now required to disclose
their financial statements was to try and put a stop to corrupt practices and to keep organized
crime from gaining a foothold in the labor movement. The Landrum-Griffin act also allowed for
all members of a union to vote on union matters and that secret ballots would be used when
voting on union matters (DeCenzo & Robbins, 2010).
References
DeCenzo, D. A., & Robbins, S. P. (2010). Fundamentals of human resource management. (10th
ed.). Hoboken, NJ: John Wiley & Sons, Inc.
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