Part V

Special Topics in Human Resources

Chapter 14 Collective Bargaining and Labor Relations Chapter 15 Managing Human Resources Globally Chapter 16 Strategically Managing the HR Function

Standard Slide Sample

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Chapter

Collective Bargaining and Labor Relations

Objectives
Describe what is meant by collective bargaining and labor relations. Identify the labor relations goals of management, labor unions, and society. Explain the legal environments impact on labor relations. Describe the major labor management interactions: organizing, contract negotiations, and contract administration. Describe the new, less adversarial approaches to labor management relations. Explain how changes in competitive challenges are influencing labor-management interactions. Explain how labor relations in the public sector differ from labor relations in the private sector.

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Labor Relations Framework

Competitive Challenges

Goals
- society - management - employees and union

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Labor Relations Framework

Competitive Challenges

Goals
- society - management - employees and union

Union Structure & Administration

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Union Structure, Administration, and Membership

  

National and International Unions Local Unions AFL-CIO

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Union Security
Unions typically place a high priority on negotiating two contract provisions that are critical to its security or viability: A check-off provision Union membership or contributions
  

 

a closed shop a union shop an agency shop

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Decline in Union Membership



 

Structural changes in economy  service sector growth Increased employer resistance  global competition Substitutions with HRM  concern for employees, flexibility Replaced by government regulation, laws  EEO and other regulations offer protection Worker views Union actions
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Labor Relations Framework

Competitive Challenges

Goals - society - management - employee and union

Union Membership & Bargaining Power

Union Structure & Administration

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Legal Framework


Wagner Act (NLRA) 1935

Employer unfair labor practices other union-related activity union organizing joining a union going on strike

Taft Hartley Act (1947) & Landrum-Griffin Act (1959)

Union unfair labor practices right-to-work laws allow members to exercise their rights
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Labor Relations Framework

Competitive Challenges

Goals - society - management - employees and union Union Structure & Administration

Union Membership & Bargaining Power

Union & Management Interactions - organizing - negotiating - administering

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Union - Management Interaction: The Organizing Process

  

Why employees join unions Process & legal framework Representation elections  management tactics  union tactics

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Union - Management Interaction: Contract Negotiation Process

   

Distributive bargaining (win-lose) Integrative bargaining (win-win) Managements preparation Stages and tactics

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Factors Influencing Managements Willingness to Take a Strike

   

  

Product Demand is strong Product Perishability is high Capital intensive Replacement workers readily available Multiple production sites Facilities are not very integrated Lack of product substitutes
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Impasse-Resolution procedures: Strike Alternatives

  

Mediation Arbitration Grievance Procedures

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Union - Management Interaction: Contract Administration

Typical Steps in a Grievance Procedure
1 2

Discuss grievance with supervisor. Grievance is put in writing to higher level manager. Steward and management representative meet. Appeal to top level / labor relations staff. Decision is put in writing. Arbitration for binding decision.
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Contributions to Organizational Effectiveness of Transformational Approaches to Labor Relations

Pattern Dimension Traditional Transformational
High Slow Low High Low Low Low Low Low Low Low Fast High Low High High High High High High

Conflict resolution
Frequency of conflicts Speed of conflict resolution Informal grievance resolution Third & fourth-step grievances

Shop-floor cooperation
Formal problem-solving groups Informal problem-solving activity

Worker autonomy & feedback

Formal autonomous work groups Informal worker autonomous activity Worker-initiated changes in work Feedback on cost, quality & schedule
in Workplace Relations, Industrial and Labor Relations Review 44 (1991): 241-260.

Source: Adapted from Irwin/McGraw-Hill J. Cutcher-Gershenfeld, The Impact of Economic Performance of a Transformation The McGraw-Hill Companies, Inc., 2000

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Labor Relations Framework

Competitive Challenges

Goals - society - management - employees and union Union Structure & Administration

Union Membership & Bargaining Power

Union & Management Interactions - organizing - negotiating - administering

Goal Attainment - employees & unions - management - society

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Measuring Effectiveness: Labor Relations Outcomes

   

Strikes Wages and Benefits Productivity Profits and Stock Performance

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