1 / 26

Labor Relations 2

Labor Relations 2. The Labor Relations Process. 1 . Union organizing Demonstrating interest NLRB Election 2. Collective bargaining “Good faith” bargaining 3. Contract administration Hiring, training, and job design Grievance procedures. Impact of Unionization on Managers.

kordell
Télécharger la présentation

Labor Relations 2

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Labor Relations 2

  2. The Labor Relations Process • 1. Union organizing • Demonstrating interest • NLRB Election • 2. Collective bargaining • “Good faith” bargaining • 3. Contract administration • Hiring, training, and job design • Grievance procedures

  3. Impact of Unionization on Managers • Control of Labor Costs • Loss of Supervisory Authority

  4. Labor Relations Strategy • Labor Relations Strategy • Overall plan for dealing with labor unions • Ranges from open conflict to labor-management cooperation

  5. The Bargaining Process • Collective Bargaining Process • The process of negotiating a labor agreement, including the use of economic pressures by both parties. • Bargaining Zone • Area within which the union and the employer are willing to concede when bargaining. • Interest-based Bargaining • Problem-solving bargaining based on a win-win philosophy and the development of a positive long-term relationship.

  6. Good Faith Bargaining • Hold meetings at reasonable times and places to discuss employment conditions • Proposals and counterproposals submitted by each party must be realistic and reasonable

  7. Guidelines for Interest based Bargaining • Try to understand others’ needs and objectives • Create a free flow of information • Emphasize commonalities • Minimize differences • Search for solutions that meet all parties’ goals and objectives • Develop flexible responses to other proposals

  8. Good Faith Bargaining Bargaining Subject Categories MandatorySubjects PermissiveSubjects IllegalSubjects

  9. Bargaining Topics • Mandatory • Wages, hours, and employment conditions • Permissive • Both parties must agree • E.g. board service, retiree benefits • Illegal • Featherbedding • Discriminatory practices, etc.

  10. Management and Union Power in Collective Bargaining • Bargaining Power • The power of labor and management to achieve their goals through economic, social, or political influence.

  11. Don’t Buy Here Unfair On Strike Striking Picketing Boycotting Union Power in Collective Bargaining Boycott Our Employer This Union On Strike

  12. Employer Power in Collective Bargaining • Management Bargaining Power • Hiring permanent replacement workers • Continuing operations staffed by management • Locking out employees

  13. Items in a Labor Agreement

  14. Union Security Agreements • Dues Checkoff • Gives the employer the responsibility of withholding union dues from the paychecks of union members who agree to such a deduction. • “Shop” Agreements • Require employees to join or support the union. • Union shop requires employee membership. • Agency shop allows voluntary membership; employee must pay union dues and fees.

  15. The Labor Relations Process • 1. Union organizing • Demonstrating interest • NLRB Election • 2. Collective bargaining • “Good faith” bargaining • 3. Contract administration • Hiring, training, and job design • Grievance procedures

  16. Contract Administration • Grievance Procedure • Step by step process used to settle disputes • Union steward—advocate for the employee • Arbitration—last step in grievance process • Two Types of Grievances • Contract interpretation • Employee discipline

  17. Five-Step Grievance Procedure

  18. Grievance Arbitration • Rights Arbitration • Arbitration over interpretation of the meaning of contract terms or employee work grievances. • Fair Representation Doctrine • The doctrine under which unions have a legal obligation to provide assistance to both members and nonmembers in labor relations matters.

  19. The Arbitration Hearing • The arbitrator declares the hearing open and obtains the submission agreement. • Parties present opening statements. • Each side presents its case using witnesses and evidence; witnesses can be cross examined. • Parties make closing statements. • Arbitrator closes hearing and designates date and time for rendering the award.

  20. The Arbitration Award • Factors arbitrators use to decide cases: • The wording of the labor agreement (or employment policy in nonunion organizations). • The submission agreement (statement of problem to be solved) as presented to the arbitrator. • Testimony and evidence offered during the hearing. • Arbitration criteria or standards (similar to standards of common law) against which cases are judged.

  21. Areas for Union Organizing • Retail workers • Wal-Mart (3,300 stores and one million workers) • Health care workers • HMO doctors and nurses • High-tech workers • Yahoo and Amazon • Auto industry • U.S.-based foreign makers • Supplier companies • Government and Education

  22. Labor Relations in the U.S. • Adversarial Nature of Labor-Management Relations • Shrinking Union Membership

  23. Union Challenges • Anti-union efforts • Over the last four years, the National Labor Relations Board has filed more than 40 complaints against Wal-Mart, accusing managers in more than two dozen stores of: • including improperly firing union supporters • intimidating workers • threatening to deny bonuses if workers unionized. • Decertification • July 2002 LOS ANGELES - Local Boeing Co. engineers have voted to throw out the union that has represented them for 56 years in one of the nation's largest union decertifications in history, according to the National Labor Relations Board.

  24. Union Challenges • Wal-Mart Stores Inc. said Wednesday it will close a Canadian store whose workers are on the verge of becoming the first ever to win a union contract from the world's biggest retailer. • Wal-Mart said it was shuttering the store in Jonquiere, Quebec, in response to unreasonable demands from union negotiators, that would make it impossible for the store to sustain its business. • AP 2.9.05

  25. Union Challenges • Making the case for collective bargaining • Oct 2001 Nissan North America's plant in Smyrna, Tenn., voted resoundingly against joining the UAW. • Honda of America Manufacturing Inc.'s 10,000 workers in Ohio have also resisted unionization. • The UAW holds up its relationships with the Big 3 as evidence of a better way, but transplant workers instead see evidence of recurring layoffs and adversarial working relations. • Workers see profitability, generous benefits, company expansions and advancement opportunities.

  26. Summary and Conclusions • Unions—thrive when employees are dissatisfied and lack influence with mgmt • Managers should be aware of labor relations laws • Union-management relationship historically adversarial • Strategy: acceptance vs. avoidance • Unions impact almost every area of HRM

More Related