Mahin hrm (10.01.10)
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Mahin hrm (10.01.10)






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Mahin hrm (10.01.10) Mahin hrm (10.01.10) Presentation Transcript

  • To Our Presentation
  • Labor Relations And Collective Bargaining View slide
  • This includes some history of unionization and a discussion of the legal system and protects certain union activities in the public and private sectors. This relation goes to a process that is called the labor relations process. These include the process of forming a union, collective bargaining after the union has been formed. View slide
  • Developments that have affected organized labor are closely related to changes in political, social, and economic environments. Organized labor has in turn affected the development of society at large and is responsible for securing many of workplace protections and privileges that Americans now enjoy.
  • Union: workers join together to solve the workers’ workplace problems, to build better workplaces for themselves, & to have a formal voice.
  •  Unions are based on the following suppositions: Companies are big & powerful Compared to the powerful company, each worker is weak when alone Power imbalance: “If you don’t like it, go ahead and quit” Unions equalize the power imbalance: there’s strength in numbers. 
  • The labor relations is the relationship between management & workers, especially workers represented by unions. Industrial & labor relations: The relationship between management & workers includes: Human resource management, organizational behavior, organization theory, labor economics, & collective bargaining.
  • Local skilled workers formed craft unions Craft union: a union that represents workers who share the same skill, trade, craft, or occupation Examples: carpenters, cigar makers, cordwainers Organized as fraternal societies Members refer to each other as “brothers”
  •  Numerous theories attempt to explain why workers organize, join, and support unions. Karl Marx” saw unions as essential to the radicalization of a revolutionary working class but others see unions as fundamentally conservative organizations that give workers a sense of community stability in a world of constant change. Others adopt a more modest view that unions humanize the face of capitalism by introducing an element of industrial democracy or control over ones job.
  •  Unions can help raise productivity in the workplace by participating with management in the search for better ways of organizing production. It is important for workers not to feel alienated from the system and to believe they have a stake in it. They value the fact that they or their agents help to shape the working environment.
  •  Collective bargaining is the method whereby workers organize together to meet, converse, and negotiate upon the work conditions with their employers normally resulting in a written contract setting forth the wages, hours, and other conditions to be observed for a stipulated period. It is the practice in which union and company representatives meet to negotiate a new labor contract.
  • It is a type of negotiation between organized workers or employees and their employer or employers to usually determine wages, hours, rules, and working conditions. It is the method whereby workers organize together to meet, converse, and negotiate upon the work conditions with their employers normally resulting in a written contract setting forth the wages, hours, and other conditions to be observed for a stipulated period.
  • Distributive bargaining: negotiating on issues where the goals of the parties are in conflict Zero-sum game: what one side wins, the other side loses.
  • Integrative bargaining: negotiating on issues where the parties have common goals. Positive-sum game: both sides can win Attitudinal structuring: negotiating activities to influence the attitudes of the parties. Examples of attitudes: cooperation, hostility, trust, respect, etc.
  • Intra-organizational bargaining: Negotiating to resolve differences among the members of the same side There may be differences in opinions & goals among the managers & among the union & the workers.
  • Bargaining power: your bargaining power refers to your ability to get agreement on your own terms.  Bargaining power is relative Bargaining power is not absolute One side will have relatively more bargaining power than the other side
  • Bargaining power is constantly shifting during negotiations. Bargaining power is not static As the parties engage in negotiations, the relative bargaining power of the parties will be changing
  •  Permissive issues: issues over which the parties are permitted to negotiate if both sides agree to negotiate over the issues. No duty to bargain in good faith for permissive issues If one side wants to negotiate a permissive issue & the other side refuses, then that’s the end of negotiating that issue.
  • Disputes over permissive issues may not be pressed to impasse. Examples of permissive issues: amount of union dues, prices of the company’s products or services, internal union procedures.
  • Prohibited (illegal) issues: issues over which the parties cannot legally negotiate Examples of prohibited (illegal) issues: Illegal discrimination in hiring, Closed shop agreements (a type of union security agreement). One mandatory issue that most unions want to negotiate is the inclusion of a “union security agreement” in the contract
  • Clearly, there is a great deal to know about labor law and labor relations. Although unions today have a smaller role in many organizations, every HR manager needs to be conversant with labor law and highly attuned to preventing employee discontent that could grow into active conflict with a union. Unionized firms need someone with expertise in this area to guide their practices.