Labor Relations Economic and Social - Consequences of Prohibiting

Questions: 1: Economic and social consequences of prohibiting the replacement of economic strikers.2: Potential risks for employers who decide to implement a replacement-worker strategy. Answers: 1: Economic and social consequences of prohibiting the replacement of economic strikers A strike or labor unrest that occurs for purely economic reasons may be converted into an unwarranted labor practice strike if the employer engages in conduct as determined by the Board. A permanent replacement for economic strikers increases the risk associated for the strikers and imposes pressure over the union to make concessions during the process of negotiations thereby suspension of the strike. Violence meant for replacements concerning job site is not unusual, in the light of angst faced by strikers whose job has been taken by replacement measures. Economic repercussions entail over the decrease in profitability of the organization and obligation of tariffs and other duties over the organization. Social consequences refer to probable ramifications that the firm may be exposed to regarding injunctions, court orders, and litigation. In fine, whether an employer may resort to permanent replacement or work with temporary workers, the same would depend on upon attendant circumstan ces (A. Nembhard, 2014). 2: Potential risks for employers who decide to implement a replacement-worker strategy Employers are limited while hiring of replacement workers and implementing of replacement-worker strategy. In a broad sense, this scheme may decrease productivity and loyalty. Some replacement workers may feel that they may be treated as second-class citizens in comparison to regular employees. Also, replacement worker strategy may have an impact on existing workforce. Furthermore, if the employer utilizes replacement resources, the later may move to a competitor thereby posing a threat to the organization. Lastly, deploying such resources would imply high training costs (Gourevitch, 2016). Reference list Nembhard, D. (2014). Cross training efficiency and flexibility with process change. International Journal of Operations Production Management, 34(11), 1417-1439. Gourevitch, A. (2016). Quitting Work but Not the Job: Liberty and the Right to Strike. Perspectives on Politics, 14(02), 307-323.