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Applying NLRA Section 7 to Company Policies and Related Discipline
by
Robinson, Henry H
in
Agreements
/ Communication
/ Discipline
/ Employees
/ Employers
/ Employment
/ Federal court decisions
/ Handbooks
/ Labor relations
/ Language
/ Nonunion
/ Presidential elections
/ Unfair labor practices
/ Wagner Act 1935-US
/ Working conditions
2015
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Applying NLRA Section 7 to Company Policies and Related Discipline
by
Robinson, Henry H
in
Agreements
/ Communication
/ Discipline
/ Employees
/ Employers
/ Employment
/ Federal court decisions
/ Handbooks
/ Labor relations
/ Language
/ Nonunion
/ Presidential elections
/ Unfair labor practices
/ Wagner Act 1935-US
/ Working conditions
2015
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Do you wish to request the book?
Applying NLRA Section 7 to Company Policies and Related Discipline
by
Robinson, Henry H
in
Agreements
/ Communication
/ Discipline
/ Employees
/ Employers
/ Employment
/ Federal court decisions
/ Handbooks
/ Labor relations
/ Language
/ Nonunion
/ Presidential elections
/ Unfair labor practices
/ Wagner Act 1935-US
/ Working conditions
2015
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Applying NLRA Section 7 to Company Policies and Related Discipline
Journal Article
Applying NLRA Section 7 to Company Policies and Related Discipline
2015
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Overview
\"10 When an individual seeks to improve terms and conditions of employment, the activity is concerted provided he/she intends to induce group activity or to act as a representative of at least one other employee.11 This intent that causes individual activity to qualify as \"concerted\" need not be expressly articulated, and discussions about terms and working conditions may qualify as \"concerted\" without expressly or clearly stating that the intent is to induce group action.12 For example, employees' discussion of a co-worker's discharge is concerted activity.13 As another example, concerted activity occurs when two truck drivers have a radio conversation about safety concerns.14 Under § 7, the \"mutual aid or protection\" element is satisfied when the concerted activities \"seek to improve the terms and conditions of employment or otherwise improve their lot as employees . . The evidence established that many employees who stepped through ceilings were not discharged. [...]the employer failed to sustain its burden, and the discharge was unlawful.
Publisher
CCH Incorporated: Health & Human Resources
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