Lecture Human resource management: Gaining a competitive advantage (9/e) – Chapter 14: Collective bargaining and labor relations

Chapter 14 - Collective bargaining and labor relations. After reading this chapter, you should be able to: Describe what is meant by collective bargaining and labor relations; identify the labor relations goals of management, labor unions, and society; explain the legal environment’s impact on labor relations;...

Chapter 14

Collective Bargaining and Labor

Relations

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Reasons for Decline in Union Membership

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Unfair Labor Practices (ULPs)

NLRA prohibits certain activities by both employers and labor

unions.

 Employers cannot:

exercising their Section 7 rights.

her right to join or assist a union.

relevant to enforcement of the NLRA

Unfair Labor Practices of Unions

Wagner Act of 1935 (NLRA) enshrined collective

bargaining as the preferred mechanism for settling

labor-management disputes

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Why Do Employees Join Unions?

To Stay Union-Free Supervisors Should

Report union activity to a core management

group.

State and coordinate company’s response to pro-union arguments to maintain consistency and

avoid threats or promises.

Follow effective management practices:

•Deliver recognition and appreciation

•Solve employee problems

•Protect employees from harassment or humiliation

•Provide business-related information

•Be consistent in treatment of different employees

•Accommodate special circumstances where appropriate

•Ensure due process in performance management

•Treat all employees with dignity and respect

7 Steps to Prepare Managers for Negotiations

1 Establish interdepartmental contract

objectives.

2 Review old contract

3 Prepare and analyze data.

4 Anticipate union demands.

5 Establish costs of contract provisions.

6 Make preparations for a strike.

7 Determine strategy and logistics.

Management’s Willingness to Strike

Most negotiations do not result in a strike since it is often

not in the best interest of either party.

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Grievance Procedure

 Arbitration is final and binding 7 criteria arbitrators used to reach

decisions:

1. Did the employee know the rule & consequences of violating it?

2. Was the rule applied in a consistent & predictable way?

3. Were facts collected in a fair & systematic way?

4. Did the employee have the right to question facts & present a

defense?

5. Does the employee have the right of appeal?

6. Is there progressive discipline?

7. Are there mitigating circumstances?

 Effectiveness of grievance procedures’ three criteria:

1. How well are day-to-day problems resolved?

2. How well does the process adjust to changing circumstances?

3. In multi-unit contracts, how well does the process handle local

 Labor unions represent their members’ interests in the

workplace

 May witness diminished ability to compete effectively in global

economy

 Management in nonunion companies feel compelled to resist

unionization

 Union has lost membership and bargaining power in the private sector

 Management and unions are seeking more effective ways of

working together to enhance competitiveness while giving

employees a voice in workplace decisions

 Three alternatives to strike include mediation, arbitration and

fact finder

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