This document discusses key aspects of labour unionism, including definitions, membership criteria, the union-management interface, factors that can weaken unions, offenses unions cannot defend, types of punishments, issues that cause grievances, disciplinary procedures, and dynamics of negotiation and collective bargaining. The main points are:
1) A labour union is an organization of workers that aims to promote members' interests through collective action regarding employment terms and conditions.
2) Unions must balance representing members' interests while avoiding undermining management authority or job ethics.
3) Successful unions require competent leadership, unity among members, and strong negotiation skills to resolve disputes through dialogue rather than confrontation.
Controlling Workers’ Compensation Costs by as Much as 20% - 50%Richard Swartzbaugh
What is Workers’ Compensation?
Who Benefits from Workers’ Compensation Cost Control? Everyone!!!
Worker’s Comp costs can be one of your Company’s greatest “out of control” costs, or, YOU can but in a proven 19-step system to reduce Workers’ Comp costs by as much as 20% - 50%, and utilize critical metrics to address:
- Why workers’ compensation metrics are important
- The formulas for how to calculate 5 critical metrics
- How to leverage these metrics to make an impact at your organization
Following the step-by-step instructions in 19-Step system for the calculation and application of critical metrics will address:
- Workers’ comp viewed as a cost of doing business
- Getting management to understand value of return to work
- Convincing policy holders to embrace a worker recovery program
- Lack of informed and effective employer involvement in WC claims issues
- Stakeholder apathy
- Managers and supervisors not taking seriously their duty to protect workers
Avoiding Workers’ Comp mistakes & loopholes will help drive three major points:
- Drivers of human behavior
- Disincentives to “Return to Work”
- Most common employer mistakes
Finally:
- Evidence-based medicine will create better Workers’ Comp claim outcomes.
- In organized environments, executing successful return to work programs with Unions (and members) is essential.
- As part of a comprehensive workers compensation program, employers should maintain close communications with injured employees to ensure they recover quickly, do not drop out of the workforce and return to work rapidly. Get Well Cards are part of a positive, proactive communication strategy.
Silence will cost: new tax code provisions means that if there is a non-disclosure agreement in a sexual harassment settlement, the payment and the attorney fees will no longer be eligible to be deducted as business expenses.
EcoCloud360 is a leading MS Certified Green Computing Data Center, provides best quality Cloud based Green IT Services for small or large organization in the USA.
Controlling Workers’ Compensation Costs by as Much as 20% - 50%Richard Swartzbaugh
What is Workers’ Compensation?
Who Benefits from Workers’ Compensation Cost Control? Everyone!!!
Worker’s Comp costs can be one of your Company’s greatest “out of control” costs, or, YOU can but in a proven 19-step system to reduce Workers’ Comp costs by as much as 20% - 50%, and utilize critical metrics to address:
- Why workers’ compensation metrics are important
- The formulas for how to calculate 5 critical metrics
- How to leverage these metrics to make an impact at your organization
Following the step-by-step instructions in 19-Step system for the calculation and application of critical metrics will address:
- Workers’ comp viewed as a cost of doing business
- Getting management to understand value of return to work
- Convincing policy holders to embrace a worker recovery program
- Lack of informed and effective employer involvement in WC claims issues
- Stakeholder apathy
- Managers and supervisors not taking seriously their duty to protect workers
Avoiding Workers’ Comp mistakes & loopholes will help drive three major points:
- Drivers of human behavior
- Disincentives to “Return to Work”
- Most common employer mistakes
Finally:
- Evidence-based medicine will create better Workers’ Comp claim outcomes.
- In organized environments, executing successful return to work programs with Unions (and members) is essential.
- As part of a comprehensive workers compensation program, employers should maintain close communications with injured employees to ensure they recover quickly, do not drop out of the workforce and return to work rapidly. Get Well Cards are part of a positive, proactive communication strategy.
Silence will cost: new tax code provisions means that if there is a non-disclosure agreement in a sexual harassment settlement, the payment and the attorney fees will no longer be eligible to be deducted as business expenses.
EcoCloud360 is a leading MS Certified Green Computing Data Center, provides best quality Cloud based Green IT Services for small or large organization in the USA.
Akurasi sudut: 3 "
Display: Single (keyboard alpha-numeric penuh dengan grafis LCD)
Kompensator: Axis Single
EDM type: Standard IR EDM
Akurasi Jarak: ± 3 mm 2 ppm
Jarak jangkauan: ± 2 300m untuk Prism Single
At the 2014 Gael User Group, we invited customers to share their experiences of utilising Gael's solutions in their business. David Deveau of Jazz Aviation presents SMS records and workflow, demonstrating how Gael's solution help Jazz manage their SMS.
124
Unions: Member
and Leader Attitudes,
Behaviors, and
Political Activities
Chapter 4 examined the structure of the labor movement, detailing its com-
ponents, offices, and activities. With unionization, wages, hours, and terms
and conditions of employment are determined on a bilateral basis, and
ongoing workplace governance is shared by the employer and the union.
In unionized environments, individuals are simultaneously employ-
ees and union members. Regardless of unionization status, employ-
ers have explicit expectations about employee effort and performance
within their jobs. Employees ultimately are responsible for operating
their union and bargaining with their employer. Member commit-
ment and participation may vary substantially depending on the local
employment environment and the governance structure of the union.
This chapter examines union member participation and commitment
and the role of national unions in influencing the external environment
through political action. As you study this chapter, consider the follow-
ing questions:
1. What factors influence the willingness of union members to participate
in local union activities?
2. Can an employee be simultaneously committed to both employer and
union goals?
3. What effect does union political action have on outcomes important to
organized labor?
4. What factors influence the participation of women and minorities in
local and national unions?
Chapter Five
Chapter 5 Unions: Member and Leader Attitudes, Behaviors, and Political Activities 125
THE INDIVIDUAL AND THE LOCAL UNION
Most people who are union members joined after being hired by a union-
ized employer. As Chapter 10 will describe in more detail, unions usually
negotiate union security clauses into collective bargaining agreements,
requiring that represented employees join the union or pay an agency
fee for representation services. In states with right-to-work laws, federal
employment, and most state and local public employment, employees
cannot be required to join unions if they are represented, and most often
they are not required to pay agency fees.
In some occupations, unions are a major labor supply source. Where
employment is transient (as in the construction and maritime industries),
and when the union takes a leading role in occupational skill training (as in
the building trades), entry to employment is most often through the union.
In these unions, membership is not usually required to be employed by
a unionized employer, but it is a prerequisite for being referred to many
opportunities.
Joining, Socialization, and Leaving
Employers usually orient new employees to their workplaces. Most often
new employees start work at the beginning of a pay period. They usually
attend a group meeting at which they receive information about the com-
pany and its policies and procedures, enroll in benefit programs, and the
like. Then the.
One-Population One Population StatisticsHypothesis test calculator.docxvannagoforth
One-Population One Population StatisticsHypothesis test calculatorSample Statisticx-mean15enterenter15Hypothetical ValueSample Sizen150enterSample Standard Deviation2enter0Difference between sample value and Hypothetical valueStandard Error of StatisticSE0.16330.0000z-score50%p-value lower (Probability the mean is more than Hypothetical Value)z-scoreCL50%p-value upper (Probaility the mean is less than Hypothetical value)1.64590%1.0000Two-tailed test p-value1.9695%2.57699%Confidence Intervals using z-scoresCL90%upper15.27z1.645lower14.73CL95%upper15.32z1.96lower14.68CL99%upper15.42z2.576lower14.58
Only enter data in the dark-colored cells; the remaining cells are locked and calculate automatically. If you delete a formula, reload the calculator from your classroom, or a clean saved file.
Two-PopulationsTwo Population (mean) StatisticsFirst SampleMean 150enter first sample meanFirst SampleSize 140enter first sample sizeSecond SampleMean 251enter second sample mean51Hypothetical difference between the two samples (usually zero)Second SampleSize 250enter second sample sizeDifferenceMean Diff-1-52Difference between sample value and Hypothetical valueSample Standard Deviation 1Stdev. 11.2enter first standard deviationSample Standard Deviation 2Stdev. 21.8enter second standard deviation-163.7846z-score0.0000Probability the samples are differentStandard Error of StatisticSE0.31749015731.0000Probability the samples are the same0.0000Probability the samples are different, using two-tailsC I of Difference using z-scoresCL90%upper-0.478z1.645lower-1.522CL95%upper-0.378z1.96lower-1.622CL99%upper-0.182z2.576lower-1.818
Only enter data in the dark-colored cells; the remaining cells are locked and calculate automatically. If you delete a formula, reload the calculator from your classroom, or a clean saved file.
Seminar in Public Human Resources Administration: Final
1. With the increased use of temporary and part-time employees, “How much training must be offered to these workers?” And whose job is it to train these folks? Is there training available for those employees who have to provide coaching and counseling assistance for these individuals?
2. What is the legal framework for workplace safety and health issues? What does this framework for workplace safety involve? Give some examples of safety and health issues posed by independent contractors and health-care professionals.
3. What is workplace violence, and what are the risks does it pose to the health, safety or wellbeing of an employee or multiple employees? How does domestic violence in the home relate to violence in the work place? What can the employer do to reduce or eliminate violence in the workplace? Give some examples.
Organizational Justice
1
1
The Sanction Function….the Forth Function
The Sanction Function:
Every organization, public, private, or nonprofit must establish and maintain terms of the relationship between employee and employer…
Terms in an employment relationship are ...
,
trade union
,
functions
,
characteristics of trade union in bangladesh
,
tread union importance
,
how leadership can be developed
,
trede union functions
Legal Lay of the Land
The Labor Movement is Energized
Organizing Trends and Tactics
Reasons Employees Resort to Unionization
Union Organizing Early Warning Signs
The Anatomy of a Union Campaign
Prohibited Conduct During Organizing Campaign
What Management Can Say About Unions
Creating a Positive Operating Climate To Avoid Unionization Threats
Legal Lay of the Land
The Labor Movement is Energized
Organizing Trends and Tactics
Reasons Employees Resort to Unionization
Union Organizing Early Warning Signs
The Anatomy of a Union Campaign
Prohibited Conduct During Organizing Campaign
What Management Can Say About Unions
Creating a Positive Operating Climate To Avoid Unionization Threats
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.
Module 2 The Unionization Process and Negotiating the Collective .docxroushhsiu
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 ...
Basic Knowledge of Industrial Dispute
BBA & MBA Students
All factor affecting of Industrial Dispute
All details of under company employess rules and regulation.
Industrial Dispute Act 1947
FSU anti bullying handbook (FSU = Financial Sector Union)Flint Wilkes
This handbook has been developed to help FSU members identify and address workplace bullying. Your workplace should have a workplace bullying and harassment policy, and this handbook provides general advice to complement your specific workplace policy.
Similar to ISSUES AND PERSPECTIVES IN LABOUR UNIONISM (20)
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1. ISSUES AND PERSPECTIVES IN LABOUR UNIONISM.
BY
ONIKE RAHAMAN
INTRODUCTION
The word trade union and labour union are used as synonyms or
interchangeably. According to the Trade union Act of 1973, a trade union/labour
union is defined as any combination of workers or employees, whether
temporary or permanent, the purpose of which is to regulate the terms and
conditions of employment of workers. Similarly, labour union may also be
defined as an organisation of workers formed to promote, protect and improve,
through collective action, the social, economic and political interest of its
members. Of course, the desire to unionize is motivated by desire for better
economic working conditions, desire to be heard and for job security.
Labour union can further be defined as an association of employees for the
primary purpose of influencing the employers’ decisions about the conditions of
employment, guaranteeing job security and seeking redress on behalf of
2. members in cases of right violation, victimization and oppression by either the
Management, Employers or even government. The union may also engage in
fraternal activities, political action, training and awareness programmes.
MEMBERSHIP CRITERIA AND GUIDELINES
When a union is formed, the facilitators/pioneers are to embark on membership
drive. The trade union (amendment) Act 2005 has made membership of labour
union a matter of choice. The Act makes membership of labour union to be
voluntary. However, there are inherent dangers in an employee not belonging to
any trade union in the case where an employee may have issues/problems with
the Authorities or the employer. From the legal point of view, freedom of
Association or right to belong to a union is guaranteed by the constitution of the
Federal Republic of Nigeria.
Every employee is therefore expected to express interest in membership of a
labour union of his/her choice and consent of the person has to be sought
before check-off dues/levies are deducted from salary source of an employee.
Payment of due conveys on an employee the right and privileges as a member of
a labour union.
3. THE UNION-MANAGEMENT INTERFACE
Labour unions are vehicles by which employees act collectively to protect their
interests. It is saver to agitate as a group/union than for an individual’s
employee to take up a fight against the Authorities even if the person is fighting
a just cause. Where a labour union exists, it influences a number of
organisational activities. For the avoidance of doubts, recruitment policies,
hiring criteria for casual labourers, work schedules, job design, redress
procedures, safety rules and eligibility for training programmes are examples of
activities that can be influenced by unions.
Union cannot operate in isolation from management. There is a kind of interface
between the union and management for successful negotiations and
harmonious labour relations in any organisation.
The existence of a union serves as a necessary check on any Authority whose
policies and decisions are regarded too harsh and unfavourable to the work
force in an organisation.
Despite the enormous impacts of trade union on management decisions and
policy direction, the union cannot assume management responsibilities. And no
management would allow the union to undermine its authority.
4. While acknowledging the power and responsibilities of management in an
organisation, the union may equally criticize or subject to close scrutiny and
active challenge any unfavourable Management Policies. However, in
performing this role, the leadership of labour unions needs to seek caution and
probably avoid actions that would run foul of job ethnics.
Obviously, the awareness that the union may challenge unacceptable policy
decisions is capable of stimulating the Management/Authorities to exercise care
in shaping personnel policies. The most important factor contributing to sound
labour relations is the recognition by the management that its own actions and
policies have a major impact on union behaviour. The most obvious and
pervasive area of labours’ influence is salary/allowances issues, promotion and
other conditions of service.
THINGS THAT CAN WEAKEN ANY LABOUR UNION
The union enjoys a lot of influence in labour matters but it is not absolute.
Incompetent leadership and faulty approach to issues may reduce the influence
of a labour union. When a union also presents unsubstantiated claims or offers
falsehood as an information or fact, the integrity of such leaders will be at stake.
Poor linguistic and communication skills as required for both oral presentations
and written correspondence to the Authorities may have negative effects on the
union achievements. Even when the union has reasonable grounds to challenge
5. policy decisions, the versatility, oratory and speech habit of the union leaders
could either make or mar the realisation of the objectives the union set to
achieve. Segregation, division, disunity, lack of organisation and poor planning
are parts of things than can weaken the union. In the period of labour disputes,
the activities of ‘sell-outs’ or traitors may constitute hindrances to speedy
attainment of goals of the labour union. Looking at it from psychological
perspective, phobic attitude of the union leaders may slow down rates of
achievements of the labour union. Corrupt practices, compromises and lack of
visionary leadership could as well jeopardise the goals of the labour union.
Indiscipline among members, envy and lack of will power and courage by
members are noted to be parts of challenges that could militate against the
success of any labour union.
OFFENCES THAT ARE DIFFICULT FOR UNIONS TO DEFEND
The labour unions are expected to defend the rights of their members against
oppression and victimization, but there are offences, deeds, actions and
behaviours of members which the union cannot fight for or satisfactorily defend.
The below are some of the offences the union cannot defend otherwise the
integrity of the leadership of the union will be questioned:
Falsification of records (ii) Suppression of records
6. (iii)Withholding of files (iv) conviction on criminal charges (v) Absence from duty
without leave (vi) Bankruptcy/serious financial embarrassment (vii)
Unauthorised disclosure of official information (viii) Bribery/corruption (ix)
Financial misappropriation (x) Sabotage (xi) Sexual harassment (xii)
Drunkenness during office hours
From the foregoing, workers are to avoid any form of involvement in punishable
offences. Offences which are punishable in civil service and public service are
documented in the public service rules, staff condition of service, staff
Handbook and the offences in the Criminal Code. Specifically, punishable
offences are classified into two categories. In the first category are offences
which are non-criminal but violate organisational rules, guidelines, regulations
and policy decisions. The rules in the first category are concerned with efficient
and effective operation of the system e.g insubordination, rudeness to the
superiors, sleeping on duty, backbiting etc. In the second category are criminal
offences against existing laws of the country e.g theft, rape, sabotage, assault
etc.
TYPES OF PUNISHMENTS IN CIVIL AND PUBLIC SERVICE
The punishment for any offence in the public service depends on the nature of
offence, existing rules/regulations, defence by the concerned officer/employee
and Management discretion and value judgement.
7. The following are punitive measures and each has implications on personality,
record of service and career progression of the concerned officer/employee:
(I)Verbal warning (ii) Written warning (iii) Reprimand (iv) Surcharge (v) Loss of
pay (vi) Withholding or deferment of increment (vii) Interdiction (viii)
Suspension (ix) Demotion (x) Compulsory retirement/termination of
appointment (xi) Dismissal from service.
BRIEF NOTES ON VARIOUS TYPES OF PUNISHMENTS
A verbal warning: This is more of a counselling procedure, designed to change
the attitude of an erring officer for the better, than a punishment. It is therefore
often not recorded.
A written warning: After unsatisfactory response to a query, an officer may be
issued a written warning and filed to remain part of service record of such
employee. Of course, written warning may delay promotion.
Surcharge: This is a stipulated sanction against officers found guilty of a range of
accounting offences arising from poor or inefficient management. Such offences
include overpayment of salaries and allowances to staff, non-recovery of
advances, non-posting of ledger accounts, non-retirement of touring advances
etc.
8. during their period of suspension till the final determination of their cases. A
decision to interdict or suspend an officer from officer becomes effective from
the date he is so informed in writing. When an officer is interdicted, he should
always be around except granted permission to travel. He must comply with any
instruction delivered to him in his residential address otherwise he may face
fresh allegation of absent without leave.
Reprimand: This has almost the same effect as written warning and it is
sometime titled as ‘Advice’.
Demotion: This is stipulated as punishment for any officer found guilty of
scrapping of government fixed assets and selling them at outrageously low
prices to perhaps enrich himself, splitting contracts in order to side track tenders
procedure, irregularly awarding contracts, falsification of records, alteration of
record etc.
Compulsory Retirement: An officer could be compulsorily retired from service if
it is found that he is declining in productivity or if he has become so inefficient
and ineffective as to become a liability to the system. Similarly, an officer could
be compulsorily retired if he suffers from persistent ill-health which warrants his
intermittent absence from duty.
9. Dismissal from Service: The severest punishment in the service is dismissal. A
dismissed officer on whatever form appointment forfeits all forms of
remuneration, be it gratuity, pension or even payment of salary in lieu of notice.
Moreover, a dismissed officer is most unlikely to be employed by any
government agency, parastatal etc in the future. Depending on the nature of
offence, an erring officer annual salary increment may be withheld or deterred,
or his salary may be reduced by a number steps. When a officer is to be
disengaged he needs to be given at least one month notice or be paid one
month salary in lieu of notice.
ISSUES THAT CAN CAUSE EMPLOYEES’ GRIEVANCES
In labour unionism, there are issues that can cause labour disputes. The issues
are listed below:
(i)Promotion (ii) Compensation/allowances (iii) Disciplinary matters
(iv) Leave (v) Supprannuation (vi) Supersession (vii) Transfer (viii) increment (ix)
Victimization (x) Unfavourable tax regime (xi) Shifting and overtime.
One key service matter that usually triggers labour disputes is
supersession/preferment in which case an officer is made to surpersed his
senior colleagues. Essentially, where supersession is allowed, seniority,
competence, performance evaluation reports etc are to be critically considered.
10. Collective bargaining is a discussion process between the union and
management that focuses on agreeing to a written point of views/decision to be
implemented and action to be taken.
Negotiation skills need to be acquired by the unionists, being a major tool
required for peaceful resolution of labour disputes. Whenever there is the need
to negotiate with the Authorities, the union leaders must ensure the method
adopted is able to produce wise agreement between the union and the
management and should improve or at least not damage the relationship
between the union and the Management. Of equal importance is the fact that in
bargaining and negotiation, the union leaders must insist on using objective
criteria while resolving labour disputes.
Indeed, collective bargaining has the advantage of settlement through dialogue
and consensus rather than through confrontation. Where connective bargaining
fails, the arbitrator may have to be invited to mediate. In that wise, the issues in
contention are resolved based on the decision of a third party, the arbitrator.
The current trends in collective bargaining include proper understanding of the
contentious issues, weigh properly the available options and alternatives, devise
strategy to articulate the union demands. At time, the union is required to set
11. In cases where junior colleagues of two or three years are favoured to
supersede the senior colleague, there are bound to be labour disputes.
DISCIPLINARY PROCEDURE FOR SERIOUS MISCONDUCT
The officer shall be notified in writing of the ground on which the disciplinary
action is to be taken against him/her.
The query should be precise and to the point.
It must be relate the circumstance of the offence, the rule and regulations which
the officer has broken and the likely penalty.
There should be fair hearing and allowance for appeal.
In the public service, there are procedures that permit subordinates to appeal to
a higher level when they feel their superior is treating them unfairly or not
satisfied with decision taken against them.
DYNAMICS OF NEGOTIATION AND COLLECTIVE BARGAINING IN LABOUR
UNIONISM
Negotiation and bargaining are roughly synonymous. Both emphasize a process
of discussion between parties in search of an agreed upon solution. Although
the connotation of “negotiation” puts more emphasis on the process of
conferring and bargaining connotes more attention to the underlying structure
of interests and how it may be modified through agreement.
12. up a negotiating team. Of course, the negotiating team, and the respective roles
of the members, should be determined before the negotiations. After entering
into agreement, there is the need to ensure its full implementation. Also,
lobbying, monitoring and consultations have to be made to ensure full
implementation of any agreement between labour union and the Authorities.
When agreement is reached between the union and the management, there
should be conscious effort to carefully study then details. Before the agreement
is signed, there should be proper interpretation of clauses which have potential
to result in ambiguities.
The signing of an agreement by the parties involved in negotiation and collective
bargaining does not automatically translate into its successful implementation.
Any time there is negotiation, the union representatives need to be aware that
the date of commencement of the agreement or its effective date of
implementation must be expressly agreed upon before signing of an agreement.
These are parts of issues we should also note as unionists.