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In essence, the Right-to-Work laws guarantee that "no person can be compelled, as a condition of employment, to join or not to join, nor to pay dues to a labor union" (National Right To Work Committee, n.d.) Even though every state can enact these laws, not every state has. Only about half of the states have passed Right-to-Work laws. Nevertheless, these laws have key impacts on modern-day human resource functions regardless of the state's "right-to-work" status.

Overall, a key impact to human resource functions is the acknowledgement that employees are covered by either Right to Work laws or U.S. Supreme Court decisions on that fact that they can still choose whether to join or not join a union.

In a non-Right to Work state, employees can choose to join a union or not but, regardless, will have to pay some sort of union fee.Nonmembers can only be required to pay for their proportionate part of the unions proven bargaining costs but not until the costs have been stated and explained (National Right To Work Committee, n.d.). Essentially, in non-Right to Work states, union shop and/or agency shop strategies are created and executed, which human resource functions and employees have to be vigilant of. This isn't the case for Right to Work states where employees arefully covered by these laws, which prohibit a requirement to join a union or pay dues and fees to a union (Human Resource Management, n.d).

Another impact to the human resource function or employees is in regards to the standard of living. When addressing the topic of standard of living, Right to Work states tend to have a higher standard of living than do non-Right to Work states; meaning, people in Right to Work states, on average, have greater after-tax income and purchasing power than do those families living in non-Right to Work states (National Right To Work Committee, n.d.).

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