Janice Bellace was appointed to the faculty of the Wharton School as an assistant professor of legal studies in 1979. Currently, she holds the Samuel Blank Chair in Legal Studies, and is Professor of Legal Studies and Business Ethics, and Professor of Management. Since January 2016, she has been the Director of the Tanoto Initiative by which the School, supported by a generous gift from the Tanoto Foundation, seeks through research and teaching to engage faculty and students in business and economic developments in Indonesia and ASEAN.
Prior to this, she was the Director of the Huntsman Program in International Studies and Business, Penn’s flagship undergraduate joint degrees program in which students pursue an integrated curriculum leading to the awarding of two degrees (the B.S. Econ from the Wharton School and the B.A. from Penn’s College of Arts and Sciences).
Janice’s research in in the area of labor and employment law and employment relations, with a focus on how international human rights concepts shape regulation and corporate behavior. During her career at Wharton, she has taught the introductory foundation course in business law, and courses in the area of labor and employment law, negotiations, labor relations, human resources management and international human rights.
Janice has diverse interests in the international arena. In 1999, Janice took a leave of absence from Penn to become the founding president of Singapore Management University, from which she stepped down in 2001 and then served as a trustee. Currently, she is the chair of SMU’s International Academic Review Panel/. She is also on the international advisory board of universities in Italy and Turkey.
Active in many professional organizations, Janice is president of the Labor and Employment Relations Association (of the United States). From 2009-2012 she served as president of the International Labour and Employment Relations Association. Currently she also serves as treasurer and executive officer of the Internatinal Society for Labour and Social Security Law. A specialist in international employment law, Janice was a member of the oldest UN supervisory body, the Committee of Experts at the International Labour Organization in Geneva from 1995 – 2010. For ten years she was co-general editor of the Comparative Labor Law Journal, and continues to serve on the editorial boards of several journals. She is a former Secretary of the Section on Labor and Employment Law of the American Bar Association.
Janice served as Wharton’s deputy dean, the School’s chief academic officer from 1994-1999. Prior to that, Janice headed Wharton’s number one ranked undergraduate school. More recently, Janice served as Deputy Provost of the University of Pennsylvania, overseeing the faculty, and all graduate and undergraduate programs. She also served as chair of the Department of Legal Studies and Business Ethics from 2008-2012.
Janice received her undergraduate degree and law degrees from the University of Pennsylvania. A recipient of a Thouron Award for British-American Exchange, she received her master’s from the London School of Economics.
(2016), Back to the Future: Freedom of Association, the Right to Strike and National Law, King’s Law Journal (UK), 27(1), 24-45.
(2015), Pushback on the Right to Strike: The Thickening of Soft Law, in Research Handbook on Transnational Labour Law, Adelle Blackett and Anne Trebilcock, eds. (Elgar), 181-193.
(2014), American Unions and the Economy: The Unheard Voice of a Shrinking Sector, Singapore Economic Review, 59(4), 1-20.
(2014), Human Rights at Work: The Need for Definitional Coherence in the Global Governance System, International Journal of Comparative Labour Law and Industrial Relations, 30(2), 175-198.
(2014), Hoisted on Their Own Petard? Business and Human Rights, Journal of Industrial Relations (Australia),56(3), 443-458.
(2014), The ILO and the Right to Strike, International Labour Review, 153(1), 29-70.
Janice Bellace (2011), Achieving Social Justice: the Nexus between the ILO’s Fundamental Rights and Decent Work, Employee Rights and Responsibilities Journal, 15:1 pp. 101-124.
Janice Bellace (2010), Commentary: Innovation and Tradition in Industrial Relations, Journal of Industrial Relations (Australia), 52:5, pp. 631-638.
Janice Bellace (2010), Imaging the Future: The Information Age Workforce, Japanese Journal of Labour Studies.
Janice Bellace (2002), The Future of Employee Representation in American Labor Law, University of Pennsylvania Journal of Labor and Employment Law, (Fall 2002).
Janice Bellace (2001), The ILO Declaration of Fundamental Principles and Rights at Work, International Journal of Comparative Labour Law and Industrial Relations, 17.3 (Autumn 2001).
Janice Bellace and M.G. Road, Labour Law at the Crossroads: Changing Employment Relationships (1997)
LGST 224, International Human Rights Law and Globalization, spring 2016
LGST 899, Sustainable Development in ASEAN (Global Modular Course), May 2016
This course presents law as an evolving social institution, with special emphasis on the legal regulation of business in the context of social values. It considers basic concepts of law and legal process, in the U.S. and other legal systems, and introduces the fundamentals of rigorous legal analysis. An in-depth examination of contract law is included.
This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.
This course is based on the principle that knowledge and understanding of employment law facilitate (1) promotion of a workforce with a high degree of commitment to reaching business goals, (2) the development of practical business solutions to problems arising in the workplace, (3) effective human resources policy and procedures that comply with applicable laws. It provides students with an introduction to the law of the workforce and examines the balance between business goals and employment law compliance. The course examines the various employment laws with which businesses must comply and the legal rights and responsibilities of employees and employers. The emphasis is on laws concerning equal employment opportunity with respect to discrimination and harassment because of sex, race, national origin, religion, sexual orientation, age, disability and other characteristics protected by workforce laws; work-related privacy including investigations, electronic communication and social media; employee misclassification; diversity and affirmative action; and the legal and regulatoenvironment regarding immigration, wage and hour, leaves of absence, hiring, termination and afterwards, the non-employee workforce, whistle blower concerns, labor/management relations and collective bargaining.
The 2000 UN Global Compact has confirmed the role of TNCs as central actors in the UN system of international human rights law, but whether their role should be voluntary or legally mandated remains in dispute. This course introduces students to how globalization has led to projects for expanding international human rights law to capture the operations of TNCs and why this development is opposed in many quarters. Competing perspectives on the pros and cons of imposing human rights responsibilities on TNCs and on the respective roles that businesses and governments should play will be examined. The Positions of various governments, businesses, international institutions, academics, and NGOs will be considered, and a number of illustrative case studies will be analyzed.
The 2000 UN GLobal Compact has confirmed the role of TNCs as central actors in the UN system of international human rights law, but whether their role should be voluntary or legally mandated remains in dispute. This course introduces students to how globaliztion has led to projects for expanding international human rights law to capture the operations of TNCs and why this development is opposed in many quarters. Competing perspectives on the pros and cons of imposing human rights responsibilities on TNCs and on the respective roles that businesses and governments should play will be examined. The positions of various governments, businesses, international institutions, academics, and NGOs will be considered, and a number of illustrative case studies will be analyzed.
This course uses the global business context to introduce students to important legal, ethical and cultural challenges they will face as business leaders. Cases and materials will address how business leaders, constrained by law and motivated to act responsibly in a global context, should analyze relevant variables to make wise decisions. Topics will include an introduction to the basic theoretical frameworks used in the analysis of ethical issues, such as right-based, consequentialist-based, and virtue-based reasoning, and conflicting interpretations of corporate responsibility. The course will include materials that introduce students to basic legal (common law vs. civil law) and normative (human rights) regimes at work in the global economy as well as sensitize them to the role of local cultural traditions in global business activity. Topics may also include such issues as comparative forms of corporate governance, bribery and corruption in global markets, human rights issues, diverse legal compliance systems, corporate responses to global poverty, global environmental responsibilities, and challenges arising when companies face conflicting ethical demands between home and local, host country mores. The pedagogy emphasizes globalized cases, exercises, and theoretical materials from the fields of legal studies, business ethics and social responsibility. Format: class participation, midterm and final exams. Materials: coursepack.
This course includes not only conflict resolution but techniques which help manage and even encourage the valuable aspects of conflict. The central issues of this course deal with understanding the behavior of individuals, groups, and organizations in conflict management situations. The purpose of this course is to understand the theory and processes of negotiations as it is practiced ina variety of settings. The course is designed to be relevant to the broad specturm of problems that are faced by the manager and professional including management of multinationals, ethical issues, and alternative dispute resolutions. Cross listed w/ LGST 206 & OPIM 291.
Negotiation is the art and the science of creating good agreements between two or more parties. This course develops managerial negotiation skills by mixing lectures and practice, using cases and exercises in which students negotiate with each other. The cases cover a wide range of problems and settings: one-shot deals between individuals, repeated negotiations, negotiations over several issues, and negotiations among several parties (both within and between organizations). Class participation and case studies account for half the course grade. Students will also write about a negotiation experience outside of class.