Anti union tactics part 3
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This document discusses several things that employers don't tell employees about unions. It states that with a union, employers cannot change wages, benefits, or working conditions without employee agreement. It also notes that union workers do not necessarily bargain themselves out of jobs, and that companies go out of business due to poor market conditions or management rather than paying decent wages. Additionally, it explains that unions protect members from unfair disciplinary actions and firings by having neutral arbitration, not management, as the final step in grievance procedures. Finally, it asserts that most informed workers believe unions are necessary and valuable.
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Anti Union tactics part 1
This document outlines common anti-union tactics that bosses may use during a union organizing campaign. It lists arguments bosses make such as claiming the union is an outsider, will disrupt the workplace environment, only wants dues money, will make workers go on strike, will bankrupt the organization, and is corrupt. It advises workers that these tactics have been used repeatedly and stresses the importance of worker solidarity during an organizing effort.
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The document provides tips for IAM stewards to follow when handling grievance meetings with management. It advises stewards to take thorough notes during meetings, listen carefully to understand management's perspective, explain their strategy to grievants beforehand, avoid bluffs, put the burden of proof on management, stop talking after making their point, and follow proper grievance channels. It warns against management tactics like sidetracking, trading grievances, agitating stewards, and stalling to avoid time limits. The overall message is that stewards should assert their equal rights to force supervisors to take them seriously and help resolve more issues.
Anti union tactics part 2
The document outlines anti-union tactics that bosses may use to discourage employees from unionizing, such as hiring consultants, giving small wage increases, holding mandatory anti-union meetings, increasing communication with employees, changing how nice or mean they are to employees, using delays and technicalities to slow the union election process, taking union materials out of context, using negative press about other unions, and trying to divide employees and blame the union. It concludes by saying employees should educate themselves, stick together, and inform each other to counter these tactics.
Company Interference
The document lists examples of employer violations during a union organizing campaign. Some examples include using work assignments to discriminate against union supporters, threatening to take away benefits if employees unionize, surveilling union meetings, promising benefits to reject the union, and threatening employees or coercing them to influence their vote. Employees are advised to contact their union representative if they experience any of these violations.
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Anti Union tactics part 1
This document outlines common anti-union tactics that bosses may use during a union organizing campaign. It lists arguments bosses make such as claiming the union is an outsider, will disrupt the workplace environment, only wants dues money, will make workers go on strike, will bankrupt the organization, and is corrupt. It advises workers that these tactics have been used repeatedly and stresses the importance of worker solidarity during an organizing effort.
AMINA MURAD
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The document outlines anti-union tactics that bosses may use to discourage employees from unionizing, such as hiring consultants, giving small wage increases, holding mandatory anti-union meetings, increasing communication with employees, changing how nice or mean they are to employees, using delays and technicalities to slow the union election process, taking union materials out of context, using negative press about other unions, and trying to divide employees and blame the union. It concludes by saying employees should educate themselves, stick together, and inform each other to counter these tactics.
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The document lists examples of employer violations during a union organizing campaign. Some examples include using work assignments to discriminate against union supporters, threatening to take away benefits if employees unionize, surveilling union meetings, promising benefits to reject the union, and threatening employees or coercing them to influence their vote. Employees are advised to contact their union representative if they experience any of these violations.
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The document provides guidelines for a union steward's role during an investigation meeting. It advises the steward to speak to the member beforehand, question any witnesses to determine accuracy and biases, take an active advocacy role for the member, take notes without relying on management's notes, and ensure the member is treated fairly, with the option to challenge discipline through the grievance procedure.
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Shop stewards are IAM members elected or appointed to represent fellow employees in their work area. They monitor administration of the collective bargaining agreement, explain provisions to employees, and assist with complaints to management. The steward provides assistance during company investigations and is central to the relationship between the IAM, company, and workers. Effective stewards enforce contracts, serve as an example, attend union meetings, keep accurate records, fight discrimination, and strive for excellence in representing members.
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Basics of the Grievance Procedure
The document discusses grievance procedures for resolving disputes between workers and management. It defines a grievance, outlines the purpose and steps of a grievance procedure, and provides guidance on writing and presenting grievances. Key points include that a grievance procedure provides an orderly process for handling disputes, outlines representation for workers, and includes provisions for arbitration if earlier steps do not resolve the issue.
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This document outlines the advantages and disadvantages of labor union membership according to several sources. The key advantages include higher wages and better access to benefits through collective bargaining, job security due to protections against unjust firing, increased bargaining power in numbers, and seniority-based protections. The main disadvantages are the loss of personal autonomy, required payment of union dues, potential job loss if the union declines, a less collaborative work environment, and seniority rules that can disadvantage new employees. Employers also face disadvantages like increased risks of strikes, lawsuits, and accounting burdens.
Why do employees join unions- What are the features of traditional an.docx
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
.
Employee empowerment
The document discusses employee participation, empowerment, and labor unions. It defines employee participation as involving employees in decision making rather than just taking orders. Employee empowerment is described as transferring authority to employees to make decisions and take actions. Benefits of participation and empowerment include improved satisfaction, creativity, and less need for supervision. Challenges for managers include giving up control and for employees include initially finding it difficult. The document also outlines the history and functions of labor unions in protecting worker interests and conducting negotiations over mandatory bargaining items like wages and hours. Collective bargaining is defined as management and labor negotiating employment terms through good faith proposals and counterproposals that may result in agreements or impasses.
Efca Summary
The document discusses the proposed Employee Free Choice Act (EFCA), which aims to make it easier for workers to unionize. It outlines the key provisions of EFCA, including allowing unions to be formed if over 50% of workers sign authorization cards rather than requiring a secret ballot election. It also discusses mandatory arbitration if a contract is not negotiated within 120 days. The document expresses concern that EFCA will lead to increased unionization and costs for businesses. However, it notes that preparing employees and maintaining a positive work environment can help "union-proof" an organization.
Dessler 15
This chapter discusses labor relations and collective bargaining in the United States. It covers the history of the American labor movement and major pieces of labor legislation. It also describes the union organizing process, including employer responses, union activities during organizing drives, and NLRB elections. Additionally, it addresses collective bargaining, including what is bargained, impasses and dispute resolution processes, and different types of strikes and grievance procedures.
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Unit V: Lesson Notes
It is understood that a labor union is an organization that acts as a filter between its members and the organization in which the members are employed. It has also been identified that the main purpose of labor unions is to give employees the opportunity and power to negotiate for better working conditions, decent wages, and other benefits through collective bargaining. Now that the foundation of collective bargaining has been laid, it is now time to look a little further into some of the issues that employees bargain for.
Whether working in a union or non-union environment, what would be one of your major concerns with employment? When addressing this question, many of you would probably state “compensation/wages” would be the main topic of interest. Sure, there are other perks that you would look for; however, most would not consider employment or would consider leaving current employer for better wages.
According to the textbook, “wages and benefits represent the heart of the collective bargaining process. Guarantee of a certain standard of living and a reasonable return for their productive efforts is the major concern for most union members” (Carrell & Heavrin, 2013, p. 278). This second part of this statement can be said to be true for non-union workers as well. Although there are similarities among non-union and union environments, there are differences in how wages and benefits are determined and implemented.
Non-Union Environment: Most non-union employees do not have the opportunity to negotiate their wages. Most of these organizations have a set pay rate or pay range for all positions. Many organizations conduct job analysis and job evaluations to determine appropriate pay rates. When offered a job, some may try to negotiate on the front end with the hiring manager and/or human resources a certain pay rate. Sometimes, the employee does succeed and the organization may meet the applicant half-way or offer a little more to display true interest in the applicant. However, there are some organizations that will not budge and the applicant would be forced to accept or decline the offer. Even if the applicant does accept the offer, there may be limits on how often raises are given or if they are given at all. Based on experience, sometimes the applicant will accept the job and continue to look at organizations that offer better wages and benefits. Unlike union environments, wages can also differ tremendously among individuals who have the same job title and perform the same duties. This can have a major impact on the organization.
Union Environment: Wages within union environments are negotiated. Pay rates/ranges, along with pay raises, are determined and outlined within the collective bargaining agreement. The pay rates/ranges are set for each job covered under the agreement. Many organizations will conduct job evaluations, wage surveys, and other methods when making wage decisions. Management must look ...
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Using confidential information for personal gain.
Employee relations
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
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CHAPTER 4 Introduction
In various occupations, workers may be prohibited from exercising certain rights that, outside the workplace, cannot (or, perhaps, should not) be restricted. At the same time, it has been argued that some behaviors may be restricted by some employers, even when the worker is not at work, or their off-duty activity or conduct. This can lead to difficult conflicts between employer and employee, as well as among employees. Here we will look at some restrictions that may be imposed to investigate to which rights restrictions employees can and cannot object. We will begin this discussion by looking at a real-life incident involving employee activity outside of the workplace.
In September 2012, a number of paramedics were placed on administrative leave by their employer for working for another company. The company, American Medical Response Incorporated (AMR) of Connecticut, provides emergency medical care (ambulances, paramedic services, etc.). The suspended paramedics were working for another company, Valley Emergency Medical Service (VEMS).
AMR argued that suspension was appropriate because the other company was a competitor, both companies having bid on a service contract. The paramedics, in response, argued that being suspended was a violation of their rights, and began preliminary work toward a lawsuit under Connecticut’s Unfair Trade Practices Act.
What can and cannot any company control about what their employees do when they are not actually at work? AMR argued that the paramedics were aware that they could not work for a competitor; the paramedics claimed that AMR could not legally prevent them from doing so outside of the work they did for AMR.
4.1 The Issue: Restricting Employees’ Rights as a Condition of Employment
The case involving the AMR employees is one example of the kind of conflict that arises in the workplace. Those who are in positions of management and those who work for management often have very different views of what is justified, in terms of what one can do with one’s time off the job. As is so often the case in ethical disputes, few if any would accept the extremes here. For instance, probably no one would argue that salaried employees must do everything their bosses tell them; that would amount to something along the lines of one’s boss dictating that worker’s life. At the same time, just as few would argue that salaried employees can do whatever they wish, regardless of the effect on the company for which they work. It is in between these extremes that tensions arise, and where the rights of the employers must be weighed against the rights of the employees.
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How to solve grievances with union contracts
Unions negotiate contracts with employers to represent workers and secure improvements in wages and working conditions. A union contract outlines the employment terms and a grievance process for resolving disputes. The typical grievance process involves an employee first bringing an issue to their supervisor, then a union representative if unresolved, and finally an arbitrator if the union and management cannot agree. The contract establishes binding rules for all workers to prevent favoritism and unjust treatment.
Collective barganing
Collective bargaining in nursing can be controversial as some see it reducing professionalism while others view it as protecting nurses from exploitation. Collective bargaining is an agreement between employers and labor unions that regulates employment terms and conditions. The objectives of collective bargaining are to give workers a voice, reach mutually agreeable solutions, resolve disputes, prevent future conflicts through contracts, develop good work relations, and provide stability. Preparation for negotiations should begin months in advance and include establishing leadership, obtaining information from other facilities, reviewing other contracts, tracking grievances, and comparing wage packages. There are various types of strikes that can occur during disputes like economic, unfair labor, sympathy, jurisdictional, recognition, and illegal strikes. Advantages of collective bargaining include equal
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Assignment 5 informational banner
This document outlines the advantages and disadvantages of labor union membership according to several sources. The key advantages include higher wages and better access to benefits through collective bargaining, job security due to protections against unjust firing, increased bargaining power in numbers, and seniority-based protections. The main disadvantages are the loss of personal autonomy, required payment of union dues, potential job loss if the union declines, a less collaborative work environment, and seniority rules that can disadvantage new employees. Employers also face disadvantages like increased risks of strikes, lawsuits, and accounting burdens.
Why do employees join unions- What are the features of traditional an.docx
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.
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Reason Number 5: Ignoring employee complaints
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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.
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The document discusses employee participation, empowerment, and labor unions. It defines employee participation as involving employees in decision making rather than just taking orders. Employee empowerment is described as transferring authority to employees to make decisions and take actions. Benefits of participation and empowerment include improved satisfaction, creativity, and less need for supervision. Challenges for managers include giving up control and for employees include initially finding it difficult. The document also outlines the history and functions of labor unions in protecting worker interests and conducting negotiations over mandatory bargaining items like wages and hours. Collective bargaining is defined as management and labor negotiating employment terms through good faith proposals and counterproposals that may result in agreements or impasses.
Efca Summary
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This chapter discusses labor relations and collective bargaining in the United States. It covers the history of the American labor movement and major pieces of labor legislation. It also describes the union organizing process, including employer responses, union activities during organizing drives, and NLRB elections. Additionally, it addresses collective bargaining, including what is bargained, impasses and dispute resolution processes, and different types of strikes and grievance procedures.
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Unit V: Lesson Notes
It is understood that a labor union is an organization that acts as a filter between its members and the organization in which the members are employed. It has also been identified that the main purpose of labor unions is to give employees the opportunity and power to negotiate for better working conditions, decent wages, and other benefits through collective bargaining. Now that the foundation of collective bargaining has been laid, it is now time to look a little further into some of the issues that employees bargain for.
Whether working in a union or non-union environment, what would be one of your major concerns with employment? When addressing this question, many of you would probably state “compensation/wages” would be the main topic of interest. Sure, there are other perks that you would look for; however, most would not consider employment or would consider leaving current employer for better wages.
According to the textbook, “wages and benefits represent the heart of the collective bargaining process. Guarantee of a certain standard of living and a reasonable return for their productive efforts is the major concern for most union members” (Carrell & Heavrin, 2013, p. 278). This second part of this statement can be said to be true for non-union workers as well. Although there are similarities among non-union and union environments, there are differences in how wages and benefits are determined and implemented.
Non-Union Environment: Most non-union employees do not have the opportunity to negotiate their wages. Most of these organizations have a set pay rate or pay range for all positions. Many organizations conduct job analysis and job evaluations to determine appropriate pay rates. When offered a job, some may try to negotiate on the front end with the hiring manager and/or human resources a certain pay rate. Sometimes, the employee does succeed and the organization may meet the applicant half-way or offer a little more to display true interest in the applicant. However, there are some organizations that will not budge and the applicant would be forced to accept or decline the offer. Even if the applicant does accept the offer, there may be limits on how often raises are given or if they are given at all. Based on experience, sometimes the applicant will accept the job and continue to look at organizations that offer better wages and benefits. Unlike union environments, wages can also differ tremendously among individuals who have the same job title and perform the same duties. This can have a major impact on the organization.
Union Environment: Wages within union environments are negotiated. Pay rates/ranges, along with pay raises, are determined and outlined within the collective bargaining agreement. The pay rates/ranges are set for each job covered under the agreement. Many organizations will conduct job evaluations, wage surveys, and other methods when making wage decisions. Management must look ...
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Employee relations
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
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Mosser, K. (2013). Ethics and social responsibility (2nd ed.) [Ele.docx
Mosser, K. (2013). Ethics and social responsibility (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/
CHAPTER 4 Introduction
In various occupations, workers may be prohibited from exercising certain rights that, outside the workplace, cannot (or, perhaps, should not) be restricted. At the same time, it has been argued that some behaviors may be restricted by some employers, even when the worker is not at work, or their off-duty activity or conduct. This can lead to difficult conflicts between employer and employee, as well as among employees. Here we will look at some restrictions that may be imposed to investigate to which rights restrictions employees can and cannot object. We will begin this discussion by looking at a real-life incident involving employee activity outside of the workplace.
In September 2012, a number of paramedics were placed on administrative leave by their employer for working for another company. The company, American Medical Response Incorporated (AMR) of Connecticut, provides emergency medical care (ambulances, paramedic services, etc.). The suspended paramedics were working for another company, Valley Emergency Medical Service (VEMS).
AMR argued that suspension was appropriate because the other company was a competitor, both companies having bid on a service contract. The paramedics, in response, argued that being suspended was a violation of their rights, and began preliminary work toward a lawsuit under Connecticut’s Unfair Trade Practices Act.
What can and cannot any company control about what their employees do when they are not actually at work? AMR argued that the paramedics were aware that they could not work for a competitor; the paramedics claimed that AMR could not legally prevent them from doing so outside of the work they did for AMR.
4.1 The Issue: Restricting Employees’ Rights as a Condition of Employment
The case involving the AMR employees is one example of the kind of conflict that arises in the workplace. Those who are in positions of management and those who work for management often have very different views of what is justified, in terms of what one can do with one’s time off the job. As is so often the case in ethical disputes, few if any would accept the extremes here. For instance, probably no one would argue that salaried employees must do everything their bosses tell them; that would amount to something along the lines of one’s boss dictating that worker’s life. At the same time, just as few would argue that salaried employees can do whatever they wish, regardless of the effect on the company for which they work. It is in between these extremes that tensions arise, and where the rights of the employers must be weighed against the rights of the employees.
At-Will Employment
Workers are said to be at-will employees, meaning an employer does not need to show cause for terminating the worker in question, when they are not protected by union contracts, civil serv ...
DO MY EMPLOYEE’S REALLY WANT A UNION? WHY?
This document provides information from a presentation on unions and strategies for employers to remain union-free. It discusses how unions organize workplaces and target certain industries. The presentation outlines signs that union activity may be occurring, reasons why employees consider unionizing, the union election process, and tactics unions use to pressure workers. It advises employers on legally expressing anti-union views to employees and developing an anti-union strategy.
How to solve grievances with union contracts
Unions negotiate contracts with employers to represent workers and secure improvements in wages and working conditions. A union contract outlines the employment terms and a grievance process for resolving disputes. The typical grievance process involves an employee first bringing an issue to their supervisor, then a union representative if unresolved, and finally an arbitrator if the union and management cannot agree. The contract establishes binding rules for all workers to prevent favoritism and unjust treatment.
Collective barganing
Collective bargaining in nursing can be controversial as some see it reducing professionalism while others view it as protecting nurses from exploitation. Collective bargaining is an agreement between employers and labor unions that regulates employment terms and conditions. The objectives of collective bargaining are to give workers a voice, reach mutually agreeable solutions, resolve disputes, prevent future conflicts through contracts, develop good work relations, and provide stability. Preparation for negotiations should begin months in advance and include establishing leadership, obtaining information from other facilities, reviewing other contracts, tracking grievances, and comparing wage packages. There are various types of strikes that can occur during disputes like economic, unfair labor, sympathy, jurisdictional, recognition, and illegal strikes. Advantages of collective bargaining include equal
How to solve grievances with union contracts
Unions negotiate contracts with employers to represent workers and secure improvements in wages and working conditions. A union contract outlines the employment terms and a grievance process for resolving disputes. The typical grievance process involves an employee first bringing an issue to their supervisor, then a union representative if unresolved, and finally an arbitrator if the union and management cannot agree. The contract establishes binding rules for all workers to prevent favoritism and ensure fair treatment.
Labor Issues for the Non-Union Employer
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Unions and Collective Bargaining Please read this discussion and .docx
Unions and Collective Bargaining" Please read this discussion and give me a respond to the following information:
From the scenario and the eActivity, examine two (2) reasons why employees join labor unions. Examine two (2) reasons why organizations prefer that unions do not representtheir employees. Suggest two (2) benefits that unions can provide for an employer. Justify your response.
What is a Union and Why are they needed? A union is an organized group of workers who collectively use their strength to have a voice in their workplace. Through a union, workers have a right to impact wages, work hours, benefits, workplace health and safety, job training and other work-related issues. Under U.S. law, workers of all ages have the right to join a union. Having support from the union to ensure fairness and respect in the workplace is one of the key reasons workers organize.
All of the benefits and protections workers enjoy today came about as a result of the organized labor movement in this country. These include the minimum wage, social security payments, an eight hour day and weekends, overtime pay, the American with Disabilities Act and the Occupational Safety and Health Act which requires employers to meet safety standards for their workers.
Two reasons employees join unions are: (1) Security. In a union your boss can’t just walk up and fire you because they want to give your job to their wife’s nephew. Nor can they lay you off out of sequence, demote you arbitrarily, or prevent you, without sufficient cause, from promoting to the next higher job. (2) Benefits. Pensions, medical insurance, paid vacation, holidays, personal holidays, sick pay, overtime premiums, shift differential, etc, are generally not only better in a union shop, many of these goodies don’t even exist without a union contract.
Two reasons employers don't want to have Unions representing their employees:
(1) Employers feel that when employees are representative by Unions that they have to tolerate poor performance/behavior from employees for unreasonable amounts of time. If an employee is absent a lot, doesn’t do their job, doesn’t keep up, causes extra work for their fellow employees who have to pick up the slack, a company should be allowed to replace that person. I don’t think a union should force a company to tolerate such poor performance and have to pay the person on top of it.
(2) Union contracts compress wages: They suppress the wages of more productive workers and raise the wages of the less competent. Unions redistribute wealth between workers. Everyone gets the same seniority-based raise regardless of how much or little he contributes, and this reduces wage inequality in unionized companies…
Benefits that Unions can provide employers:
Simpler Negotiations: As an employer, one of the advantages of dealing with a labor union is that it simplifies the negotiations process. When dealing with a labor union, you do not have to negotiate with multiple employees. You ...
Similar to Anti union tactics part 3 (16)
Why do employees join unions- What are the features of traditional an.docx
Why do employees join unions- What are the features of traditional an.docx
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Mosser, K. (2013). Ethics and social responsibility (2nd ed.) [Ele.docx
Mosser, K. (2013). Ethics and social responsibility (2nd ed.) [Ele.docx
Unions and Collective Bargaining Please read this discussion and .docx
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More from Bob Kraves
Unions Are A Voice
Unions bring people with common workplace issues together to advocate for improved conditions. By supporting unions, workers can have a voice on important job and family issues to make life better for themselves, their families, and co-workers. Unions work to address challenges facing modern families through affordable childcare, elder care, medical leave, and strive to implement ideas that help working people and bring prosperity through secure jobs and a voice in their industry.
Roll up your pant legs
Management will tell employees to vote against unionization. They will claim the union cannot help employees and only wants dues money. However, the union would mean higher wages and benefits for employees, as well as protecting them from being fired without cause. Management also warns employees that the union will force them to strike, but in reality employees would need to vote for any strike to occur. The open-door policy management touts really just means employees are free to leave if they are unhappy without a union.
Unions are protection
Unions provide protection for employees by allowing them to collectively bargain for wages, benefits, job security, and fair treatment in the workplace. While other groups like lawyers, businessmen, police, and airlines belong to associations that represent their mutual interests, employees need unions to counterbalance the power of large companies. Voting to form or join a union ensures workers can negotiate effectively for their terms of employment and not be taken advantage of individually by their employers.
Safety
The IAM prioritizes worker safety and ensuring work areas are free from hazards. The union believes no one should risk their health for a paycheck given they work in a wealthy industry capable of providing safe equipment and ergonomic work spaces. The IAM demands companies provide members with a safe environment by including protective contractual language in all agreements.
Who runs the union
Members directly control and run the union through electing representatives and officers, submitting proposals, ratifying contracts, and voting on policies and actions. The document emphasizes that the union is run by and for its members, not by leaders, through a list of ways that members participate in and guide the union.
Some Phrases Used In Grievance Writing
This document consists of \'Phrases Used in Grievance Writing\'. Please keep in mind that the list is not all-inclusive but can be used as a starting point when writing a grievance.
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Anti union tactics part 3
- 1. Anti-Union Tactics Part 3 Bob Kraves former IAM educator sevark@aol.com
- 2. What the Bosses Won’t Tell You With a union, employers cannot reduce your wages, health benefits, vacation, sick leave, life insurance, holidays, pensions, or other working conditions without your agreement.
- 3. What the Bosses Won’t Tell You That union workers do not bargain themselves out of jobs.
- 4. What the Bosses Won’t Tell You Companies do not go out of business because they pay their workers a decent wage and provide benefits; companies go out of business because of poor market conditions or poor management.
- 5. What the Bosses Won’t Tell You That the union is not an outside, third party, but is comprised of you and your fellow workers.
- 6. What the Bosses Won’t Tell You That without a union you work under "at-will" conditions, with your employer in complete control.
- 7. What the Bosses Won’t Tell You Unions protect their members from unfair disciplinary actions and firings. Under a union contract supervisors or managers no longer have the final say. They are no longer judge and jury all in one.
- 8. What the Bosses Won’t Tell You That a union grievance procedure has a neutral arbitrator, not management, as the final step.
- 9. What the Bosses Won’t Tell You That a workplace without a union is undemocratic.
- 10. What the Bosses Won’t Tell You That most workers who are aware of the facts believe unions are necessary and valuable.