Dessler 15

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Avinash Kumar

HUMAN RESOURCE MANAGEMENT Eleventh Edition GARY DESSLER

Career Business

Labor Relations and Collective Bargaining Chapter 15 Part 5 | Employee Relations

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What Do Unions Want? Union Security Improved wages, hours, working conditions, and benefits Aims of Unions

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Classes of Bargaining Items Mandatory Items Illegal Items Categories of Bargaining Items Voluntary Items

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Strikes Economic Strike Unfair Labor Practice Strike Wildcat Strike Sympathy Strike Types of Strikes

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4/19/2016 1 Competencies 1.Describe the reasons employees join unions, and analyze the statistics and trends of union membership. 2.Explain the goals and content of major U.S. legislation affecting labor relations. 3.Define craft and industrial unions, and outline the sequence of events in organizing and certifying or decertifying a union. 4.Describe how unions are adapting and changing as they look to the future. Managing Hospitality Human Resources Chapter 10: Labor Unions SOLIDARITY! Unionization in the Hospitality Industry • Unions – Organizations comprised of employees who act together to promote and protect their mutual interests through collective bargaining. • Labor contract (CBA) – A written agreement covering a specific time that spells out management’s expectations for employees, and limits to management’s authority Reasons Employee Join Unions • They believe unions will help them accomplish goals such as economic security • They are dissatisfied with current job conditions, e.g., layoffs • They are dissatisfied with management, i.e., not pay • Employees often believe that union representation will increase their control over the workplace and protect them from unfair and abusive managers Statistics and Trends • Union membership peaked in 1945 – With 35.8 percent of the non-agricultural work force in the U.S. belonging to unions • % of the work force belonging to unions has steadily declined since 1945 – by 2009 it was 12.3 percent. Why??? • Recent growth in membership – public employees and teachers Statistics and Trends (continued) • Today, over 1/2 of unionized workers in the US (7.9 million) work for local, state, or federal government • Union certification and decertification elections in the hospitality indicate current decline in membership will continue. • Hotel Unionization most common in 12 states – California, Pennsylvania, New York, Nevada, Washington, Illinois, Ohio, Hawaii, New Jersey, Florida, Michigan, and Massachusetts • Restaurant Unionization most common in 8 states – California, Pennsylvania, New York, Washington, Illinois, Ohio, Michigan, and Oregon. 4/19/2016 2 Legislation Affecting Labor Relations • The Wagner Act • The Taft-Hartley Act • The Landrum-Griffin Act • The Civil Service Reform Act • Worker Adjustment and Retraining Notification Act (WARN) The Wagner Act • Gave employees the legally protected rights to organize, strike, and engage in collective bargaining through an elected representative. • Created National Labor Relations Board (NLRB) which prohibits employers from: 1. Interfering with or coercing employees to discourage them from forming or joining unions 2. Attempting to dominate or influence the operation of unions 3. Discriminating based on union membership or activity 4. Retaliating against employees who file unfair labor practice charges with the NLRB 5. Failing to bargain in good faith The Taft-Hartley Act • In 1947, th.

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Text Seaquist, G. (2015). Employee and labor relations: A practical guide. San Diego: Bridgepoint Education · Chapter 7: At the Bargaining Table · Chapter 8: Grievances, Mediation, and Arbitration 7.1 Collective Bargaining What is collective bargaining, and why is it such an essential right of organized labor? The theory behind collective bargaining is that it reduces the power differential between management and workers, making the relationship more equal; by compelling management to come to the table and meet with workers, there is a significant shift in power. This section sets the stage for the process of bargaining. It explores what it means that unions are the exclusive representatives of their bargaining unit and reviews the three classifications of bargaining subjects: mandatory, permissive, and illegal. The Principle of Exclusive Representation In Chapter 4 we saw that a first step of unionization was for workers to identify who should be a member of the bargaining unit. Once that was established, workers in the designated bargaining unit signed authorization cards, and if at least 30% of the workers voted to unionize, the process of moving toward an election could begin. If the prerequisites were met and an election took place, the National Labor Relations Board (NLRB) certified the union, which meant it then became the exclusive representative of that bargaining unit. Exclusive representation is an important concept that is found in Sections 8(b) and 9(a) of the Labor Management Relations Act of 1947. Those sections explicitly empower a union that represents a majority of the employees in a bargaining unit to act as all employees’ exclusive representation in collective bargaining. Exclusive representation has a number of meanings. One is that the employer may not bargain with any other employees, no matter how well intentioned the conversation. Nor may the employer engage in discussions with another union purporting to represent some of the workers. The certified union is the only one with whom the employer may deal. Exclusive representation obligates all workers in the bargaining unit to participate in union activities, though individuals may choose not to be a member of the union if they have that option. In many states, by law, workers cannot be mandated to join a union or pay dues as a condition of employment. These are referred to as right-to-work states. Despite the fact that the bargaining unit may include workers who do not agree with the union or its philosophy, the union has the duty to represent each worker equally and without bias, no matter their status (union or nonunion; dues paying or not). In the News: Challenging the Right to Exclusive Representation Twenty-seven thousand home care workers are part of a union that represents workers who are paid by the state to care for disabled or elderly patients. The National Right to Work Legal Defense Foundation filed a lawsuit in 2014, however, challenging the union’s r.

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Module 2: The Unionization Process and Negotiating the Collective Bargaining Agreement Topics 1. Union Organizing and Election Campaigns 2. The Negotiations Process 3. Negotiating Economic and Administrative Issues 4. Resolving Negotiations Impasses 1. Union Organizing and Election Campaigns The unionization process involves union organizing and election campaigns. The NLRB has adopted a step-by-step procedure for authorizing and conducting elections by employees on the question of union representation. Management and union officials, as well as employees, enjoy specific rights during these campaigns, but these rights have limits. Typically the union organizer does not create the climate for unionization. Rather, it is a group of dissatisfied employees that creates a climate ripe for unions. The successful organizer can generate support for the union by capitalizing on this dissatisfaction. Unions use several tactics, including house calls, small group meetings, leafleting, and the formation of an employee-led organizing committee, to increase employee involvement and support. Unions are increasingly turning to the Internet and e-mail as additional means to recruit members. For the union and its supporters, the ultimate goal is to achieve recognition or certification. Only when the union becomes formally recognized by the company or certified by the NLRB can it insist upon good-faith negotiations with the employer. Recognition/certification may occur in one of the following three ways: 1. secret ballot election conducted by the NLRB 2. an employer's voluntary recognition of the union when it finds that the union is acceptable and it is evident that support is widespread among employees (in which case no campaign is called for) 3. summary direction of the NLRB (supported by the Supreme Court in NLRB v. Gissel Packing Co.), where the board finds that a fair election is impossible because of the employer's grave and numerous unfair labor practices Congress has charged the NLRB with determining which employees are within the bargaining unit. In making this determination, the NLRB evaluates whether the group the union is attempting to organize possesses a community of interest. Shared working conditions, shared supervision, and common personnel rules are all indicators that a group of employees shares a community of interest. Other groups are excluded from union representation by law and may not be part of the bargaining unit. Supervisors and managers are among those who are prohibited from being in the bargaining unit. The same is true for confidential employees, who may fall into this category because of family ties to the business owner or because of the nature of their job responsibilities. As an example, human resources staff would generally qualify as confidential employees and thus be barred from union representation. Voluntary recognition and summary NLRB direction are both very rare. The normal method is a secret ballot election conduct ...

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Why do employees join unions? What are the features of traditional and nontraditional labor relations? What are the potential advantages of the \"new\" nontraditional approches to labor relations? Solution We all know that union membership has been on the decline for decades. But with a new administration in the White House, and Democrat majorities in the House and Senate, employers should expect significant labor law reforms and dramatically different enforcement strategies that will make it easier for labor unions to organize employees. In fact, hopeful labor leaders proclaim that the expected changes could add up to 1.5 million new members per year for the next 15 years. With the seemingly inevitable surge in union organizing upcoming, many businesses have already begun to point fingers at politicians, unions, and employees. Few stop to remember that the primary reason an employee joins a union is because of the employer\'s bad practices. Historically, unions are most successful where employers send the message that they \"don\'t care\" about their employees. Allowing employees to work in unsafe conditions, not addressing or resolving employee concerns, showing favoritism, and making employment decisions that are perceived as unfair can leave your company susceptible to an organizing campaign. With that in mind, let\'s take a look at why employees join unions, and what you might do to convince them otherwise. There are lots of reasons. Here are five that we see most often. Reason Number 5: Ignoring employee complaints You don\'t like to be ignored. Neither do your employees. When you overlook employee complaints, and especially claims of discrimination and payroll concerns, or fail to resolve them quickly and efficiently, resentment grows. Give employees orders without explanations, or ask them to perform jobs that they are not suited to do, and they begin to feel more like a number, as opposed to a valuable member of a productive team. Unions know this. Indeed, one of the key promises made in every union campaign is to provide employees a \"stronger voice on the job.\" To the underappreciated employee, this can be an attractive selling point. You need an effective complaint-handling system .

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Who are the people directly involved in the collective bargaining process? What are their roles? What is the purpose of a management right clause? Do you agree with the reserved rights theory, why or why not? Discuss how negotiators prepare for negotiations. Why have the number of major economic strikes in the United States declined? What is the purpose of a union picket line? Why are they less successful today than in past years? Solution A) The representatives of Union and Management are the one who is responsible for negotiations. Members of the Union and the staff are the one who is majorly responsible for negotiations. CEOs and Presidents are the ones who give the negotiating rights to these members and staffs of Procurement team. These members are basically the ex-president of Union or someone who was earlier at a very responsible position in the organization. B) The purpose of the management is to take care of the following things: These theory are very important for the smooth functioning of the organization otherwise the different external forces will create problems within the organization and may violate the output. C) The most ordinarily neglected part of negotiation is preparation. There is not any more beneficial use of time than the time spent getting ready to arrange. There are a few stages to take in this procedure. In the first place, recognize what you need and don\'t need. The vast majority have a general thought of what things they need or don\'t need in an arrangement. Unfortunately, general objectives tend to render general outcomes ... prompting second-speculating and disappointment. Second, recognize what your counterpart needs and doesn\'t need. Compose a point by point depiction of what the other party is searching for and trying to keep away from. This activity has a tendency to be a genuine stumper, inevitably a genuine eye-opener. Knowing a partner\'s objectives, sought-after outcomes uncover shared traits that prompt innovative solution. Third, distinguish conceivable concessions. This implies comprehending what is totally important to accomplish in consummating a fruitful deal, and what terms, conditions and additional items could be prohibited. Next, know the options. It is diligent work to truly examine every one of the choices. In consulting for a raw material purchase or an agreement benefit, there are a few inquiries to begin with. What could different providers offer the same or comparative items or services? Might you be able to deliver the thing yourself? Is creating this item the best utilization of your assets? Would you be able to converse with another person at a similar organization if the association with the present rep isn\'t working? In looking at options, make sure to utilize similar inquiries and destinations to guarantee exactness in the examination. Talking a similar language with respect to the potential outcomes will uncover the qualities and differentiation among the options. Next, know .

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