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Workforce Planning: Recruitment and Selection
The causes of workplace conflict between the citys firefighters and city management
Poor communication between the city management and the firefighters representatives. The mayor ordered for employment of new firefighters, a total of twenty-five rookie firefighters. According to the firefighters, such a decision that lacked bearing from their representatives side was not meant to benefit them in the long run. According to the firefighters who have options to counter the mayors actions, adding recruited firefighters will have a substantial financial effect yet more workload on the experienced firefighters.
Reduction in salary is another cause of conflict between the firefighters and the city management. The firefighters perceive adding an extra group of firefighters as an action meant to reduce the amount one can earn. In previous years, some firefighters make more than the mayors annual salary. The activities of the major seem to limit how much someone can earn through overtime, which is still within the legal domain of how much money they can make as stipulated in the Fair Labor Standards Act of 1938. According to firefighters, the mayors action to increase the number of firefighters has more to do with personal interest, such as egoism, than professional irresponsibility. The presence of firefighters earning more than the mayor contributed to his decision to increase the number of workers, thus reducing the possibility of making more salary through overtime work.
Unfair treatment by the city management will cause problems in the workplace. The city management should consult with the representatives of the firefighters, such as the union and the staff, if the firefighters department reaches a logical agreement. Some firefighters have improved their lifestyles, and some have taken loans due to the guarantee of available overtime work. Reduction of overtime by employing additional firefighters will affect firefighters financially, and they will be poorly motivated to work.
Possible Short-Term Outcome if the conflict is not Resolved
The firefighters will be poorly motivated, and this will affect the quality of their work. Especially under the increased risk of wildfires, the news of reduced overtime cuts will lead to absenteeism, calling in sick, and refusal to accept overtime work. Such actions can have a devastating effect on the community. Some firefighters will also work on standard stipulated time and look for another part-time job rather than working overtime as a firefighter. Their interest in their work may diminish. They seek alternative streams of income, especially firefighters who benefit from overtime work. Lowering their living standards may not be an option. The community might experience short-term challenges if such a case happens to occur.
Overtime work provides firefighters with a considerable proportion of their salary. Therefore, some firefighters may resign to seek better employment opportunities that will allow them to provide for their familys needs. Adding firefighter recruits will be a barrier to generating good income for their needs. When such employees quit, the department loses experienced professionals. This can have a detrimental effect on the departments everyday activities.
Possible Long-Term Outcome if the conflict is not Resolved
Professional firefighters may find it challenging to train rookie firefighters without any financial benefit. It is unrealistic to compromise their overtime for responsibility without monetary help. Therefore, the training that the rookie is likely to get will not be important or as quality as it could have been if the firefighters were willing and being remunerated to train their amateur colleagues. In this case, the long-term effect is the likelihood of rookie firefighters possessing poor skills in their line of work. Such skills can have life-threatening outcomes if a small mistake is made.
The public may become unmotivated to seek work as firefighters. The lack of autonomy from the unions to represent their interest group in decision-making regarding the employment of additional workers and the effect its likely to pose on the wages the current firefighters are likely to undergo. The decision by the mayor shows that representative unions lack the necessary power to represent firefighters and lack of say on their remuneration or challenges. Such conditions may pose a problem, and people may feel that a career as a firefighter may have risks in their union and lack the power to object and nullify decisions that do not benefit their members.
Possible Actions for Resolving the Current Conflict about Overtime Pay
The firefighter union and their department staff have the right to seek legal redress to stop the mayor from employing extra personnel without any severe need. The current batch of firefighters has not failed in their responsibility for the major to take the action of hiring additional personnel. The only reason for doing so is the presence of firefighters who earn more annual wages than him. Therefore, it is irrelevant for the mayor to implement such changes on such an insignificant base.
The union should insist on meeting with the mayor to address the issues that their members face. Topics such as their loans and livelihoods depend on the income earned from overtime hours. The union should also try to agree to recruit new firefighters but reduce the number of the major ones indicated. This will ensure that overtime hours will be present for willing professionals.
The firefighters can also strike going to work since overtime is their right according to the Fair Labor Standards Act of 1938. Therefore, they have the right to demand it and benefit from it. Until conditions that suit their demands are offered and implemented, the firefighters can strike working. Unless the citys department provides sufficient evidence to prove that the addition of extra workers will not affect the income of previous firefighters significantly, the union has a role to play in claiming the legal rights of their workers.
The City department and the firefighter department can formulate ways for all firefighters to be allocated additional hours depending on their willingness to take overtime work. The departments can create a minimum amount of overtime any firefighter can handle and distribute the remaining work depending on firefighters willing to take excessive overtime work. I believe that not all firefighters are interested in taking colossal overtime work; some are satisfied with their minimum work hours. Therefore, other peoples different interests ensure an equilibrium point is reached with overtime work.
To reduce conflict, the department can analyze the previous wages of firefighters to determine whether they are overpaid. In doing so, the department can be in a position to advise the mayor on the effect of employing extra firefighters on the income of firefighters in the citys department. The mayor can then decide the number of firefighters employed without affecting previous firefighters.
The Plan To Create A More Positive Work Culture In The Citys Fire Department
Essential components of work culture that prevent negative conflict
The fire department should integrate appropriate communication channels that foster unity, teamwork, and transparency. Within the department, transparency should be encouraged by a well-developed communication route. This will reduce opaqueness, and workers will have proper channels to lay out their grievances.
The department should have qualified third-party disputes which offer mediation services. The mediation team and the two parties involved can solve the employment issue of additional firefighters.
Specifications for the required section of the attached Job Description of City Firefighters.
Candidates with good communication skills will have added advantages in this line of work. Their skills can be reliable in diverse areas within the department, and they can mediate conflict resolution and apply their skills in rescue missions. Good communication skills will enable individuals to solve any work-related conflict successfully. Candidates possessing great teamwork will be relevant to the goals and objectives of the department. Their skills will be crucial in fostering unity and cooperation.
Situational interview questions to illuminate a job candidates competency in managing workplace conflict
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Disagreements are part of life, and in the workplace, disagreement must arise. How do you deal with disagreements and conflicts between you and your co-workers?
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In a situation where you disagreed with the decision of the management? What are some of the actions you tool to maintain relevance and continue offering your services as the companys goal and objectives dictate?
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In a situation where you disagreed with your co-workers ideas, what action did you take?
Methods of evaluating improvements in employee relations in the city fire department
Improvements in employee relations can be measured by tracking employee suggestions and complaints. After that, the human resource department will address the needs based on their importance. They are continuously assessing policies within the department to ensure that the level of interaction within the department is efficient. Policies should not hinder growth but provide a foundation for sound and effective change.
References
Clardy, A. (2021). what does he manage? Workforce measurement and control. Merits, 1(1), 16-33.
Fiore, S. M., Graesser, A., & Greiff, S. (2018). Collaborative problem-solving education for the twenty-first-century workforce. NATURE HUMAN BEHAVIOR, 2(6), 367-369.
Hamilton Skurak, H., Malinen, S., Näswall, K., & Kuntz, J. C. (2021). Employee wellbeing: The role of psychological detachment on the relationship between engagement and work-life conflict. Economic and Industrial Democracy, 42(1), 116-141.
Zitoo, M., Colombo, L., Borgogni, L., Callea, A., Cenciotti, R., Ingusci, E., & Cortese, C. G. (2019). The nature of job crafting: Positive and antagonistic relations with job satisfaction and work-family conflict. International journal of environmental research and public health, 16(7), 1176.
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