Description
Assignment 6: Effective Employee and Labour Relations (10%)
Introduction
Now that you have completed Module 6, demonstrate your knowledge of the concepts introduced in the module. This assignment is organized into five parts and will count for 10% of your final course grade. Parts A, B, C, D, and E total 100 marks.
The mark distribution is as follows:
Parts
Marks
Part A: Occupational Health and Safety Legislation
20
Part B: Work-Life Balance in the Workplace
25
Part C: Labour-Management Relations
20
Part D: Managing Employee Separations
25
Part E: Summary of Learning
10
Total
100
Part A: Occupational Health and Safety Legislation (20 marks)
Write a two-page report, approximately 500 words, discussing the effects occupational health and safety legislation has had on employer and employee behaviour.
Part B: Work-Life Balance in the Workplace (25 marks)
Using the course material and any other sources of information, develop a work-life balance handbook. Justify why the services and programs you have included in your handbook are ideal. Be sure to review the benefits plan you developed earlier when creating this document.
Your handbook should be a maximum of three pages, which is approximately 750 words.
Part C: Labour-Management Relations (20 marks)
James has worked for CN Rail for 16 years. His collective agreement states the following:
Employees must submit their vacation allocation by April 1 each year. Vacations will be allocated on the basis of seniority.
On June 10, James submitted his vacation request, and his leave was denied because Sam, a more junior employee, had already booked that day off. James is thinking about filing a grievance because he claims that “nobody gets their forms in on time around here.”
Mr. Carlton, James’s manager, calls you, the human resources consultant, for advice and assistance.
Provide advice to Mr. Carlton about what the steps in the grievance process are, and how he should work towards resolving the situation. Your response should be two to three pages, which is approximately 500–750 words.
Part D: Managing Employee Separations (25 marks)
You have worked through the entire staffing and performance management process during this course. Sometimes, despite our best efforts in providing feedback and coaching, managers make the difficult decision to terminate the employment of an individual.
Consider the performance feedback you delivered in Module 3. After several months the employee’s performance did not improve. Prepare to terminate the employment of this individual.
Create a checklist of things that you will need to prepare prior to the termination; as well, prepare a termination script, which outlines how that meeting will occur.
Work through your script with a family member or friend, noting how the process was similar or different from what you anticipated.
Part E: Summary of Learning (10 marks)
Provide a summary of the more significant aspects of Human Resources that you have learned over the course. This may include personal reflection, and review of your journals. Please include reflections on discussions you posted online as well as what you learned from other students in the course.
Completion Guidelines
Submit your assignment through this submission tool. Be sure to save your assignment as a Word document, and name it according to the following format:
A6_HRMN2821_Last name
Please submit the assignment as one .docx file.
Did you put your name and student number on the document?
Did you complete all the required elements and clearly label the parts?
Did you use information and terminology learned in this module?
Did you support your statements with specific examples?
Did you cite references, including your textbook, using correct APA referencing format?
Did you ensure that there are no spelling mistakes?
Is your report grammatically correct, clear, and well organized?
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Module 6: Developing a Healthy Work Environment and Effective Employee Relations
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HRMN 2821_SW6 – Human Resources Management (Fall 2021
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Module 6: Developing a Healthy Work Environment and
Effective Employee Relations
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Overview & Outcomes
Topic 1: Occupational Health and Safety Legislation—Creating a Safe Work Environment
Topic 2: The Human Rights Code—Establishing a Positive Work Environment
Topic 3: Managing Employee Separations
Topic 4: Labour-Management Relations
Topic 5: Disciplinary and Grievance Procedures
Final Examination (40%)
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Overview & Outcomes
Overview
In this module, you will develop an understanding of the foundations of effective employee relations as well as how employers and
employees interact in a unionized environment.
Companies spend a great deal of time and resources recruiting, selecting, training, and retaining employees. Keeping good employees
means ensuring the people you recruit are kept motivated and committed. A safe, healthy, and harmonious work environment with effective
employment relationships can help to guarantee this.
Once an employee has accepted an offer of employment, they have a reasonable expectation that they will be entering a workplace that is
free from hazards and where occasion for personal injury is limited. The employer, on the other hand, has a reasonable expectation that
employees will comply with any health and safety guidelines laid down by the organization. Establishing and maintaining such an
environment is the joint responsibility of employees and employers.
Maintaining a safe and positive working environment goes beyond minimizing hazards that can cause injury or death. It involves ensuring
that the workplace is an environment in which employees can grow and develop to their fullest potential because they feel safe to spread
their wings. It means keeping employees safe from unwelcome interactions as well as ensuring that they are able to balance the demands of
work and life and are able to manage stress in what has come to be known as the age of stress. Employers have an obligation to provide
their employees with services that help them to establish this balance. Just how organizations go about developing a safe and positive
workplace is the subject of this module.
The human resources department plays an important role in the establishment and maintenance of effective employee relations by helping
companies with the people aspects of the business. The objectives of HRM, as identified in Module 1, include establishing and maintaining a
harmonious employer-employee relationship and retaining productive employees. HRM is concerned with helping organizations manage the
employment relationship from the initial contact right through to termination of employment. This module focuses on how organizations can
get the fundamentals of the employment relationship right, but also on the role of HRM in dealing with situations where things go wrong in
the relationship. These issues are explored in both unionized and non-unionized workplaces.
This module covers five topics:
Topic 1: Occupational Health and Safety Legislation—Creating a Safe Work Environment
Topic 2: The Human Rights Code—Establishing a Positive Work Environment
Topic 3: Managing Employee Separations
Topic 4: Labour–Management Relations
Topic 5: Disciplinary and Grievance Procedures
In Topic 1, we look at the range of legislation that governs health and safety in the workplace and ways of developing an occupational health
and safety program to ensure a safe workplace.
In Topic 2, we examine BC’s Human Rights Code and ways of establishing a positive work environment. In particular, we explore the
obligations of employees to keep the workplace free from harassment and discrimination.
We also explore the different ways in which employers ensure effective employee relations and the role that HRM plays in achieving a
harmonious workplace.
In Topic 3, we examine employee relations in a unionized environment. We explore the relationship between management’s approach to
labour and the kind of employee relations that prevail in an organization.
In Topic 4, we determine what happens when things go wrong in the employment relationship in both unionized and non-unionized
workplaces. We explore in detail the importance of acting fairly, ethically, and legally in dealing with grievance and disciplinary procedures.
In Topic 5, we look at the disciplinary procedure called progressive discipline. This process involves moving through progressively more
serious consequences for inappropriate employee behaviour.
Outcomes
By the end of this module, you will be able to:
Describe the main responsibilities of employers and employees in ensuring a safe work environment, as outlined in the legislation.
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Describe the main responsibilities of employers and employees in creating a healthy work environment.
Assess the effectiveness of a company as an Occupational Health and Safety (OH&S) organization using guidelines outlined by
Human Resources and Social Development Canada (HRSDC).
Suggest ways that an organization can achieve effective employee relations.
Demonstrate an understanding of the steps involved in managing the establishment of a union in the workplace.
Access up-to-date information on labour legislation.
Identify what constitutes unfair labour practices.
Demonstrate an understanding of correct procedures in managing disciplinary and grievance procedures.
Activities & Resources
This module covers material from Chapters 10, 11, and 12 of your textbook. Make sure you read the review at the end of each chapter; these
include a summary and key terms. Most of the activities are unmarked, but you may draw on the work you complete in certain activities to
contribute to your Discussions and Assignments.
Note
Your participation in Discussions will contribute to the Summary of Learning required in Assignment 6.
Activity Checklist
By the end of this module, you will have completed the following activities:
✓ Check off these Module 6 activities as you complete them
Activity 1: Occupational Health and Safety
Part A: Reading
Part B: Research
Part C: Focus Questions
Activity 2: Sexual Harassment and Discrimination Policies
Part A: Research and Reflection
Part B: Research and Focus Questions
Activity 3: Managing Employee Separation
Part A: Reading
Part B: Focus Questions
Activity 4: Labour Relations
Part A: Reading
Part B: Focus Questions
Part C: Reflection
Activity 5: The Labour Relations Process
Part A: Reading
Part B: Focus Questions
Activity 6: Unfair Labour Practices
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Part A: Research
Part B: Focus Questions
Activity 7: Resolving Issues in a Unionized Environment
Part A: Reading
Part B: Reflection
Activity 8: Job Action
Part A: Reading
Part B: Focus Questions
Assignment 6: Effective Employee and Labour Relations (10%)
Resources
As you work through this module, you will need to access the following:
British Columbia Federation of Labour website
British Columbia Human Rights Tribunal website
British Columbia Institute of Technology (2014) Harassment and Discrimination (Policy No. 7507)
British Columbia Labour Relations Board website
Canada Industrial Relations Board website
Canadian Labour Congress website
Canadian Union of Public Employees website
Employment and Social Development Canada website
Government of British Columbia (2014) Human Rights Code [RSBC 1996] Chapter 210
Government of British Columbia (2014) Labour Relations Code [RSBC 1996] Chapter 244
Government of British Columbia (2014) Workers Compensation Act [RSBC 1996] Chapter 492
Government of Canada (2017) Canada Labour Code [R.S.C., 1985, c. L-2]
Government of Canada (2017) Government Employees Compensation Act [R.S.C., 1985, c. G-5]
Health Canada (2016) “Workplace Hazardous Materials Information System (WHMIS)”
Province of British Columbia (2016) Human Rights in British Columbia: Sex Discrimination and Sexual Harassment
WorkSafeBC website
References
Dessler, G., Munro, C. R., & Cole, N. D. (2011). Management of human resources — In-class edition (3rd Cdn. ed.). Toronto, ON: Pearson
Canada.
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Topic 1: Occupational Health and Safety Legislation—Creating a Safe Work Environment
The Legal Framework in Canada
The Constitution Act of 1867 gives each of the Canadian provinces and territories the power to legislate in relation to employment law for all
those who are not employed by the federal government or not employed in federally legislated industries such as banks and airlines. Each of
the jurisdictions is responsible for laws pertaining to human rights, employment standards, labour relations, health and safety, employment
equity, and other employment-related legislation. According to your textbook, approximately 90% of Canadian employees are covered by
their respective provincial legislation, while the remaining 10% are covered by federal legislation. Although there is a great deal of
commonality between jurisdictions, there are differences.
In providing a safe work environment, Canadian employers are governed by both provincial and federal legislation.
Definition
Occupational health and safety legislation refers to the “laws intended to protect the health and safety of workers by minimizing workrelated accidents and illnesses” (Dessler, Chhinzer, & Gannon, 2019, p. 238).
In Canada, the federal and provincial governments regulate occupational health and safety. The standards are very complex and detailed
and are enforced through a system of workplace inspections. Occupational health and safety inspectors can issue citations and recommend
penalties. We will now discuss both the federal and provincial regulations.
Federal Regulations
Canada Labour Code
The Canada Labour Code (Part II Occupational Health and Safety) sets out the minimum standards for safety and health in the workplace
that are to be followed in each of the provinces. This piece of legislation also sets out certain rights that apply to all employees under federal
jurisdiction:
The right to know about hazards in the workplace
The right to participate in correcting those hazards
The right to refuse dangerous work
This legislation also covers the role that health and safety committees should play in the workplace, the roles and responsibilities of health
and safety officers, and the methods to be used for determining if work is hazardous.
Canadian Occupational Safety and Health Regulations (COSHR)
Additional federal regulations are contained in Canadian Occupational Safety and Health Regulations (COSHR). Workplaces under the
jurisdiction of COSHR include those of federal employees, railway workers, banks, telecommunications workers, and waterfront workers.
Workers covered under COSHR are not under the jurisdiction of their provincial Workers’ Compensation Board, but some federal programs,
such as Workplace Hazardous Materials Information System (WHMIS) are enforced by the provincial compensation board.
Federal Workers’ Compensation Service
The Federal Workers’ Compensation Service provides compensation benefits and services to employees of the federal government and
certain other groups for work-related accidents and occupational diseases. This is regulated by the Government Employees’ Compensation
Act.
Provincial Regulations
Workers’ Compensation Board
WorkSafe BC (the Workers’ Compensation Board of British Columbia), is an independent Crown corporation that implements and enforces
occupational safety and health regulations in the province. It is financed by assessments collected from employers in the province.
Employers register with the WCB, and registration provides workplace insurance coverage for both employer and employee.
Workers Compensation Act [RSBC 1996] Chapter 492
Each province passes legislation that defines the power of its workers’ compensation board. In British Columbia, the main piece of
legislation that regulates safety and health in the workplace is the Workers Compensation Act.
The Workers’ Compensation Board can develop, implement, and enforce regulations for health and safety in the workplace. Workplaces are
inspected to ensure that they comply with regulations. In BC, WorkSafe officers can enter any workplace during normal working hours to
conduct inspections. Unlike OSHA (Occupational Safety and Health Administration) officials in the United States, they can enter a workplace
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without a search warrant.
Obviously, you need to be aware of what is in the health and safety regulations if you’re going to comply with them.
Activity 1: Occupational Health and Safety
Introduction
The Human Resources and Skills Development Canada (HRSDC) website provides up-to-date information on all matters relating to labour
and the workplace. The purpose of this exercise is to introduce you to governmental sources of information governing Occupational Health
and Safety (OHS) and to provide you with guidelines for establishing an OHS program in your workplace.
Part A: Reading
Read “Basic Facts about Occupational Health and Safety Legislation” on pages 238–241 in your textbook to gain an overview of legislation
governing OHS in the workplace.
Read “What Causes Accidents?” and “How to Prevent Accidents” on pages 241–249 in your textbook on management commitment and the
prevention of accidents.
Part B: Research
Familiarize yourself with “Part II of the Canada Labour Code.”
Part C: Focus Questions
Note your answers in your journal to the questions below, and then check the answers provided.
What are the main responsibilities of the employer and the employee under Canadian law?
Show Sample Answer
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Topic 2: The Human Rights Code—Establishing a Positive Work Environment
A positive work environment is one that is free from discrimination, harassment, or violence. Such an environment allows employees to
perform to the best of their abilities and develop to their fullest potential. Employers have a clear obligation to ensure that the workplace is
free from harassment and discrimination so that employees are able to work productively, free from fear.
Canadian human rights legislation prohibits intentional and unintentional discrimination, both in terms of employers’ interactions with the
public as well as in the employment relationship. All jurisdictions prohibit discrimination on the grounds of race, colour, religion or creed,
physical and mental disability, sex, and marital status. Other forms of discrimination are prohibited in some jurisdictions but not all. For
further information on federal and provincial human rights legislation, refer to Chapter 2, pages 21–42 in your textbook.
Federal legislation and legislation in some other jurisdictions prohibits harassment on all prohibited grounds.
Sexual Harassment and the Law
To prevent sexual harassment from occurring in your workplace, or to deal effectively with it if it does occur, you need a clear understanding
of exactly what constitutes sexual harassment and what the law has to say about it. It is important to note that the current legal definition of
sexual harassment has evolved beyond its sexual aspects to include sexual annoyance. This includes sexually-related conduct that is hostile
or intimidating to an employee and can lead to the development of a “poisonous work environment.”
Workers in BC are protected from unwelcome behaviour of a sexual nature by regulations in the British Columbia Human Rights Code, found
on the BC Laws home page. On the BC Laws website, click the “Laws” tab on the top horizontal navigation panel and find “Human Rights
Code [RSBC 1996] c. 209” on the Alphabetical Listing.
Another good source of information about the Human Rights code harassment policies can be found at from the BC Ministry of Justice.
The BC Human Rights Tribunal (BCHRT), is the provincial body that tries to resolve complaints about actions that contravene the British
Columbia Human Rights Code. The BCHRT does this through mediation between the parties, and if mediation fails, through a hearing
procedure.
The law says that an organization can be held liable for harassment that occurs in its workplace. The harassment can be by co-workers,
managers, or even clients of the organization. Every manager is obliged to protect employees and the organization by establishing a healthy
work environment where people are respectful of one another and sexual harassment is not tolerated in any way.
Activity 2: Sexual Harassment and Discrimination Policies
Introduction
The purpose of this exercise is to introduce you to harassment and discrimination policies developed by the City of Vancouver and British
Columbia Institute of Technology (BCIT), and to encourage you to think about the need for a formal policy governing discrimination in your
own organization or any organization that is familiar to you.
Part A: Research and Reflection
Find BCIT’s Policy on Harassment by going to the website home page at BCIT Harassment and Discrimination Policy. Consider whether the
following aspects of good policy are present:
A commitment to maintaining a harassment-free environment
The definitions of harassment, respectful workplace, and disrespectful behaviour
Procedures for preventing harassment
Procedures for reporting, investigating, and remedying it
Part B: Research and Focus Questions
From the reading and your research activities, respond to the following, and record your answers in your journal.
1. Investigate the policies and procedures that exist within your organization or collective agreement that deal with harassment. Note any
points you hadn’t been aware of. How could the policy be improved upon?
2. Briefly describe the methods, if any, that have been used to inform employees of your organization’s policies on harassment and
discrimination. What steps would you suggest to management of your organization to promote awareness of these policies among
employees?
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Topic 3: Managing Employee Separations
HR managers play an important role in the process of exiting employees from the organization. There is a continuous ebb and flow within the
staffing process as employees enter and exit the organization on a regular basis. Sometimes, leaving the employer is a decision made by the
employee, in the case of retirement and resignation. When employees are dismissed from the organization for blameworthy reasons,
restructuring, or because of non-culpable/blame worthy reasons, Human Resources departments are required to assist in facilitating that
process.
The combination of voluntary and involuntary reasons that employees leave together create employee turnover. Employee turnover is an
important metric in human resources management, because it can be an important indicator of other aspects of the internal workings of a
department or organization. When turnover is higher than the average with an organization, it can be a sign of internal challenges that are
potentially not being effectively managed.
When terminating the employment of an employee, there are several legal considerations that an organization must consider prior to making
the decision to let an employee go. This is particularly true in instances where employee misconduct is an issue.
Activity 3: Managing Employee Separations
Introduction
The purpose of this exercise is to understand employee turnover better, including employee terminations:
Part A: Reading
Read “Managing Turnover” on pages 265–274 in your textbook, which discusses both voluntary and involuntary turnover. As you read,
identify key considerations for a manager or organization to manage these kinds of situations properly.
Part B: Focus Questions
Answer the following questions in your journal:
1. What is the pattern of turnover within your organization?
2. Has anyone resigned lately? If so, what steps could the organization have taken to retain that employee?
3. Has anyone been terminated for misconduct? If so, did the organization work through a progressive discipline process?
4. If this organization does not have a harmonious work environment, what advice would you give management to ensure a more
effective employment relationship?
Remember, the four main reasons for dismissal are:
Unsatisfactory performance, which is defined as a persistent failure to perform assigned duties or to meet prescribed standards on
the job. Specific reasons here include excessive absenteeism, tardiness, a persistent failure to meet normal job requirements, or an
adverse attitude toward the company, manager, or fellow employees.
Misconduct, which is defined as deliberate and wilful violation of the employer’s rules and may include stealing, rowdyism, and
insubordination.
Lack of qualifications for the job, which is defined as an employee’s incapability of doing the assigned work although the person is
diligent.
Changed requirements of the job, which is defined as an employee’s incapability of doing the work assigned after the nature of the job
has been changed or the job has been eliminated. In the latter two circumstances, every effort should be made to salvage the
employee if at all possible, through retraining or a transfer, for example.
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Topic 4: Labour-Management Relations
Labour-management relations refers to the ongoing economic and social interactions between labour unions and management in
organizations. In Canada, the right of employees to organize is protected by law, and over two million Canadians are members of an
organized union. “Introduction to Labour Relations” on pages on pages 283–288 in your textbook describes why the primary goal of the
labour unions active in Canada today is to obtain economic benefits and improved treatment for their members. These activities are known
as business unionism.
Definition
Labour union (union) refers to “an officially recognized association of employees practising a similar trade or employed in the same
company or industry who have joined together to present a united front and collective voice in dealing with management” (Dessler,
Chhinzer, & Gannon, 2019, p. 283).
Specifically, unions strive to do the following for their members:
Ensure job security.
Attain improved economic conditions.
Improve working conditions.
Managerial discretion in dealing with employees is greatly reduced in a unionized environment, as the employment relationship is governed
by a collective agreement, which is the employment contract agreed on by the bargaining unit. In unionized environments, specialized
knowledge is required within the HR department in order to effectively manage the employment relationship. Once a union has been
recognized in a workplace, the industrial relations specialist within the HR department usually manages this relationship. In this topic
section, we will discuss labour relations strategy, the labour relations process, labour bodies in Canada, and unfair labour practices.
Labour Relations Strategy
The kind of labour relations strategy present in any organization sets the tone for its union-management relationship.
Definition
Labour relations (LR) strategy refers to an organization’s “overall plan for dealing with unions, which sets the tone for its union-management
relationship” (Dessler et al., 2019, p. 283).
Over the years, unions have done a great deal to further the security and fair treatment of workers in an astonishing array of occupations.
This progress has not been gained without job action and a certain amount of antagonism between unions and management. Employers
would be wise to have a labour relations strategy that encourages co-operation rather than hostility.
Activity 4: Labour Relations
Introduction
The purpose of this activity is to examine the role of unions and their interactions with management.
Part A: Reading
Read “Introduction to Labour Relations” on pages 283–288 in your textbook. Make sure you understand what unions do as well as the range
of strategies adopted by organizations in relation to unions and the current challenges facing unions in Canada.
Part B: Focus Questions
There are four possible approaches to labour relations. How an organization deals with labour relations can result in a relationship ranging
from hostility to co-operation. The four approaches are:
Union acceptance
Union avoidance
Union substitution
Union suppression
Which of these strategies seems to have been adopted in a firm where you have been employed or in a company with which you are
familiar? Provide evidence to back up your answer in your journal response.
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Part C: Reflection
Post your thoughts to the following in Discussions.
“If managers communicate effectively with employees, deal with their concerns, and treat them fairly, employees are far less likely to be
interested in forming or joining a union.” Do you agree or disagree with this statement? Why?
Module 6, Topic 4 – Activity 4 Discussion
The Labour Relations Process
Even if your organization has been fair in dealing with its employees, the employees may still want to join a union or form their own union.
The primary goal of labour unions in Canada is to obtain economic benefits and improved treatment for their members. For example, an
employee may join a union for economic reasons, to benefit from:
Higher wages
Increased job security
A clear path to advancement (often through seniority)
Improved fringe benefits
But not all people join for purely economic gain. In fact, the reasons for joining may differ significantly from one person to another. Some
non-economic reasons may include:
Increased fairness in rules and promotions
Better working conditions
An opportunity to make formal complaints
The feeling of belonging to a larger group with similar goals
The labour relations process involves a series of steps, beginning with the desire to unionize and ending with day-to-day contract
administration. The union organizing process involves a series of steps as well, which typically includes employee/union contact; an initial
organizational meeting; the formation of an in-house organizing committee; and an organizing campaign. The outcome could be
certification, recognition, or rejection. This is explained in detail in your textbook.
Activity 5: The Labour Relations Process
Introduction
This activity will provide you with an overview of the labour relations process.
Part A: Reading
Read “The Labour Relations Process” on pages 288–305 in your textbook to gain an understanding of the five steps of the labour relations
process.
Part B: Focus Questions
Answer the following questions in your journal, and then refer to the answer links to compare your answers.
1. Describe the purposes of collective bargaining and cite five examples of violations of the principle of bargaining in good faith.
Show Sample Answer
2. Describe strategies used by the management and union negotiating teams to prepare for collective bargaining.
Show Sample Answer
3. Explain the following terms: bargaining zone, monetary issues, and non-monetary issues. What happens if bargaining items are
outside of the bargaining zone? Why are non-monetary issues normally handled first in contract negotiations?
Show Sample Answer
4. Differentiate between conciliation and mediation and explain the role of each in the collective bargaining process
Show Sample Answer
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Labour Bodies in Canada
The right of employees to organize is protected by law. The industrial relations specialist responsible for managing the relationship needs to
be well-informed on the various labour bodies in Canada. This knowledge is also important for managers who act as the link between union
workers and management. Some of the main bodies involved in labour relations issues and legislation in Canada include the following:
Canada Industrial Relations Board
The main body that oversees the handling of labour relations issues in Canada is the Canada Industrial Relations Board (CIRB). In 1998, it
replaced the Canadian Labour Relations Board (CLRB) as the quasi-judicial body empowered to deal with the Canada Labour Code (Part I,
Industrial Relations, and portions of Part II, Occupational Safety and Health). The new board was designed to deal more effectively with
questions and complaints related to labour relations. Its mandate is “to contribute to and promote effective industrial relations in any work,
undertaking, or business that falls within the authority of the Parliament of Canada.” For more information, visit the Canada Industrial
Relations Board (CIRB) website.
Labour Relations Board (LRB) of British Columbia
The British Columbia Labour Relations Code governs BC’s Labour Relations Board. It hears complaints under the code and assesses
applications for union certification. It governs all aspects of collective bargaining among provincially regulated employers and the employees
to whom the code applies. The Labour Relations Board (LRB) website contains a version of the Labour Relations Code. Click “Code” on the
left navigation panel.
Canadian Labour Congress (CLC)
The Canadian Labour Congress is a labour advocacy group with international affiliations. It represents 2.3 million workers and seeks to
improve wages and working conditions, though it lobbies on a wide number of other political and social justice issues as well. For more
information, visit the Canadian Labour Congress (CLC) website.
BC Federation of Labour
The BC Federation of Labour has a mandate similar to that of the CLC, though on a provincial level. It works for the rights of union workers
and other groups through lobbying and educational activities. It can help workers deal with such issues as workers’ compensation,
organizing, and occupational health and safety. For more information visit the BC Federation of Labour website.
The Canadian Union of Public Employees (CUPE)
CUPE provides an extensive selection of union-related topics. For more information, visit the Canadian Union of Public Employees (CUPE)
website.
Unfair Labour Practices
To prevent employers from interfering with employee rights, the law prohibits specific unfair labour practices by management. Basically,
managers are prohibited from interfering with and discriminating against employees who are exercising their rights under the labour
relations legislation. The law also prohibits certain behaviour or actions on the part of unions.
Activity 6: Unfair Labour Practices
Introduction
The purpose of this exercise is to alert you to what constitutes unfair labour practice under Canadian law.
Part A: Research
Go to the Labour Relations Board
