HRM 5th chapter 14 the dynamics of labour relations

Application to labour relations board and issuance of certificateElection of bargaining committee and contract negotiations Election of bargaining committee and contract negotiations S

Managing Human Resources

Belcourt * Bohlander * Snell 5 th Canadian edition

The Dynamics of

Labour Relations

After studying this chapter, you should be able to:

1 Identify and explain the federal and provincial

legislation that provide the framework for labour

relations.

2 Explain the reasons employees join unions.

3 Describe the process by which unions organize

employees and gain recognition as their bargaining

agent.

4 Discuss the bargaining process and the bargaining

goals and strategies of a union and an employer.

Objectives (cont’d)

After studying this chapter, you should be able to:

5 Differentiate the forms of bargaining power

that a union and an employer may utilize to

enforce their bargaining demands.

6 Describe a typical union grievance procedure

and explain the basis for arbitration awards.

Government Regulation of Labour Relations

Labour Relations Board

transfer and termination of bargaining rights

Labor Relations Process

Why Employees Unionize

achieve acting individually.

agreement in effect where they work.

The Labour Relations Process

Figure 14.1

Application to labour relations board and issuance of certificate

Election of bargaining committee and contract

negotiations

Election of bargaining committee and contract

negotiations

Steps in the

Organizing Process

Steps in the

Organizing

Process

United Food and Commercial Workers International Union Authorization Card

Employer Tactics Opposing Unionization

experienced without a union.

conditions the employees may enjoy.

dues.

in unfair labour practices.

Employer “Don’ts” during Union Organizing Campaigns

• Attending union meetings, spying on employee-union gatherings, or

questioning employees about the content of union meetings.

• Questioning present or current employees about their union

sentiments, particularly about how they might vote in a union election.

• Threatening or terminating employees for their union support or

beliefs.

• Changing the working conditions of employees because they actively

work for the union or simply support its ideals.

• Supplying the names, addresses, and phone numbers of employees to

union representatives or other employees sympathetic to the union.

• Promising employees improvements in working conditions (wage

increases, benefit improvements, and so on) if they vote against the union.

• Accepting or reviewing union authorization cards or pro-union

petitions, because employees’ names are listed on these documents.

Figure 14.2

Employer “Don’ts” During Union Organizing Campaigns

Unfair Labour Practices for Unions

employer’s organization.

remain members of a union.

discriminate against non-union employees.

the bargaining unit.

How Employees Become Unionized

Contract Negotiation

• Once the bargaining

unit has been certified

by the labour relations

board, the employer and

the union must bargain

in good faith over the

terms and conditions of

a collective agreement.

be represented by the union

or

Impact of Unionization on Managers

 Management prerogatives versus union participation

in decision-making in the work place.

 Constraints on management in directing and

disciplining the work force by terms of the collective bargaining agreement.

Structures, Functions, and Leadership of

Labour Unions

 Unions that represent skilled craft workers

 Unions that represent all workers—skilled,

semiskilled, unskilled—employed along industry lines

 Labour organizations that represent various groups of professional and white-collar employees in labour-

management relations.

Types of Unions

Typical Organization of a Local Union

Local Union Meeting (Normally Monthly)

President

Business Representative

Business Representative

Various Committee Chairpersons

Education Committee: Grievance

Chief Steward and Shop Stewards

Grievance Committee:

Chief Steward and Shop Stewards

Collective Bargaining

Collective Bargaining Social

Local Union Members

Structure and Functions of Local Unions

Labour Relations in the Public Sector

 Alternate services are not available

 Source of management authority

 Strikes in public sector- essential services

Types of Arbitration

 A process for employees such as police officers,

firefighters, and others in jobs where strikes cannot

be tolerated to reach agreement.

 The arbitrator must select one or the other of the final offers submitted by the disputing parties with the

award is likely to go to the party whose final

bargaining offer has moved the closest toward a

reasonable settlement.

The Collective Bargaining Process

Figure 14.4

The Bargaining Process

 The process of negotiating a collective agreement,

including the use of economic pressures by both

parties.

 Area within which the union and the employer are

willing to concede when bargaining.

 Problem-solving bargaining based on a win-win

philosophy and the development of a positive

long-term relationship.

The Bargaining Zone and Negotiation Influences

Figure 14.5

Highlights in HRM

Items in a Collective Agreement

Typical clauses will cover

Progressive clauses will cover

• Employee access to records

• Limitations on use of performance

evaluation

• Elder care leave, child care,

work-family balance provisions

• Flexible medical spending

Management and Union Power in Collective Bargaining

 The power of labour and management to achieve

their goals through economic, social, or political

influence

 Strikes, pickets, and boycotts

 Hiring replacement workers, where allowed

 Continuing operations staffed by management

 Locking out employees

Picketing Striking

Union Power in Collective Bargaining

Boycotting

Boycott Our Employer

Employer Power in Collective Bargaining

Demanding concessions

Demanding concessions

Locking out workers

Locking out workers

Management methods for applying economic pressure during bargaining:

Management methods for applying economic pressure during bargaining:

Outsourcing normal work

Outsourcing normal work

Hiring replacement workers, where allowed

Hiring replacement workers, where allowed

Union Security Agreements

 Require employees to join or support the union.

employee must pay union dues and fees.

Administration of the Collective Agreement

• Negotiated grievance

procedures.

• The grievance

procedure is a formal procedure that provides for the union to

represent members and non-members in

processing a grievance.

Grievance Arbitration

 Arbitration over interpretation of the meaning of

contract terms or employee work grievances.

 Statement that describes the issues to be resolved

through arbitration.

The Arbitration Hearing

submission to arbitrate.

witnesses can be cross examined.

rendering the award.

The Arbitration Award

 The wording of the collective agreement (or

employment policy in nonunion organizations).

 The submission to arbitrate (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.