I need replies completed for 2 separate posts by fellow classmates. I have included the 2 separate posts here. I need at least 2 citations for each.

As an HR Manager, several issues and factors have to be taken into mind when preparing to negotiate with a Union. What are they asking for? Wages, paid expenses, allowances, and so on. We as Management, need to understand all the conditions being asked to be met, and find a suitable medium to satisfy the company and the unions requests. I would suggest a reasonable contract costing formula for senior employees, and set up a gauged step-up plan to make things fair through out the employee pool over a set period of time. In the long-run, I would seek to have a Integrative bargaining, so that all the common interests of both parts are met, and a stable negotiating environment can be established.
As an Union representative, I would want to that all employees are treated with respect and heard within the company. Protecting the employees that have put the time and effort into the company, get the proper recognition deserved at a fair rate calculated by the cost of living and hazards of the job. Each job title would bring a different level of benefit, unique to that craft. Employees starting off should be placed on a probation period equivalent to the time required to successfully acquire the craft. Maybe, like 120 days worked, then probation is lifted and the next level of employment starts. Safety is number one. Employees should not be subjected to any unsafe working condition(s), without proper compensations or pay scale. Every job carries its own risk, and the company should recognize this.The union would be compensated accordingly to a formulated pay scale, that can be reasonable to meet.

Job inflexibility, lack of opportunity to advance education levels, and the ability to obtain demand concessions through UAW support entice the employees to join the Union. If UAW succeeds, the company will lose its market to the competitive Japanese Market or to the traditional suppliers who are nonunion plants and now in the south. Acme Auto Spares (AAS) should, hence, act proactive and prepare adequate strategies to limit union supremacy (Agnew, 2015). As the HR manager, I would strategize a formal partnership relationship with UAW which presents my company greater rights, and obtain backup from employees through informal relationship.
As an HR, I would communicate the following in the partnership agreement; information that authorizes a direct contract between a union representative and company manager. Similarly, outline a deal which limits the Union from pushing for certain undesired organizational reforms (Oxenbridge, & Brown, 2010). Nevertheless, pen an agreement which would limit the union’s abilities to oppose the manager’s move to legitimize and implement certain preferred changes. Employee loyalty can be achieved through adoption of improved practices such as enabling room for further education, work flexibility, and performance-related pay.
On the contrary, as a union representative, I would opt for an informal partnership relationship with AAS since such contact offer organization unions with superior rights (Conley, & Stewart, 2008). Additionally, due to the degree of duties, the union gains employee power. The union will, therefore, have the ability to initiate most organizational reforms as preferred, choose on the relationships terms and entice the employees to carry out demonstrations and work breaks.
In brief, I would consider formal partnership relationship with UAW which presents my company greater rights, and obtain backup from employees through informal relationship. It enables the company to write the rules of the agreement in their favor. For example, laws restricting the union from initiating move against organizational reforms. Accordingly, supervisors retain employee’s bargaining power. Informal partnership relationship supports unions because it prioritizes their needs.