Date post: | 19-Dec-2015 |
Category: |
Documents |
View: | 214 times |
Download: | 1 times |
15-1
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Working with Organized
Labor
Chapter 15
15-2
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Why Do Employees Join Unions Labor Relations and the Legal Environment
Labor Relations in the U.S. Labor Relations in the Other Countries Labor Relations Strategy Managing The Labor Relations Process The Impact of Unions on HRM
Chapter 15 OverviewChapter 15 Overview
15-3
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Union—an independent organization Represents employees’ interests Deals with issues such as wages, work
hours, and working conditions
Overview of UnionsOverview of Unions
Employees join unions when: Dissatisfied with aspect of their job Feel they lack influence with mgmt See unionization as a solution
15-4
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Overview of UnionsOverview of Unions
U.S. Labor Unions: Legally unprotected until 1935 Employment relationship is private
Employment at will Employers usually prefer a nonunion
workforce Unions widely supported in 1930s Not supported as much today
15-5
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
The Manager’s Role in Labor The Manager’s Role in Labor RelationsRelations
Labor relations specialist Negotiate labor contracts Resolve grievances Advise top management on labor strategies
Management Can influence work environment Responsible for implementation of agreements Needs basic understanding of labor laws Often asked to serve on grievance committees
15-6
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Three Important Laws
Wagner Act (1935)
Taft-Hartley Act (1947)
Landrum-Griffin Act (1959)
The Legal EnvironmentThe Legal Environment
15-7
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
National Labor Relations Board (NLRB) Independent federal agency Certifies elections Investigates unfair labor practice charges
The Wagner Act (NLRB Act)The Wagner Act (NLRB Act)
Can issue cease and desist order, if management: Interferes with union formation or
administration Discriminates against union members Refuses to bargain with the union
15-8
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Taft-Hartley and Landrum-Griffin ActsTaft-Hartley and Landrum-Griffin Acts
The Landrum-Griffin Act Protects union members from union leaders Unions must have bill of rights and constitution Union elections regulated by government
Taft-Hartley Act Protects management and workers from union
coercion Prohibits discrimination against non-union Illegal to refuse to bargain in good faith Also prohibits union shops, secondary boycotts,
excessive dues, and featherbedding
15-9
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Accepts capitalist economic structure
Labor Relations in the U.S.Labor Relations in the U.S.
Six characteristics Business unionism
o Focus on improving worker well-beingo Less so on running the company
Unions structured by type of jobo AFL-CIO o Change to Win
Focus on collective bargaining
15-10
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
‣Labor contracts Specify terms of employment and work rules
Labor Relations in the U.S.Labor Relations in the U.S.
‣Growth of unions in the public sector At 36%, is five times higher than private
sector But have less bargaining power
o Government power is diffuse o Many unions not permitted to strike
By voting have some political power over employer
15-11
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Adversarial Nature of Labor-Management Relations Shrinking Union Membership
Labor Relations in the U.S.Labor Relations in the U.S.
15-12
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Labor Relations in Other CountriesLabor Relations in Other Countries
U.S.—concerned with economic issues France—more politically involved China—low in political and economic involvement Sweden—high both politically and economically Germany:
Works Councils—committees with workers and management
Codetermination—workers on board of directors Japan:
Enterprise Unions—all workers in one organization System fostered by lifelong employment
15-13
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Labor Relations StrategyLabor Relations Strategy
Labor Relations Strategy Overall plan for
dealing with labor unions
Ranges from open conflict to labor-management cooperation
15-14
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Two Basic Strategies‣ Union Acceptance‣ Union Avoidance
Union Substitution Union Suppression
Labor Relations StrategyLabor Relations Strategy
15-15
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Labor Relations ProcessLabor Relations Process
Union Organizing Union solicitation Pre-election conduct Certification election Employee Free Choice Act
15-16
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Collective BargainingCollective Bargaining
Bargaining Behavior Must negotiate in “good faith” Each side develop and present proposals
Bargaining Power
Bargaining Types Distributive Integrative
15-17
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Try to understand others’ needs and objectives
Create a free flow of information Emphasize commonalities Minimize differences Search for solutions that meet all parties’
goals and objectives Develop flexible responses to other
proposals
Guidelines for Integrative BargainingGuidelines for Integrative Bargaining
15-18
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Bargaining TopicsBargaining Topics
Mandatory Wages, hours, and employment conditions
Permissive Both parties must agree E.g. board service, retiree benefits
Illegal Featherbedding Discriminatory practices, etc.
15-19
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Impasses in BargainingImpasses in Bargaining
Role of MediatorEconomic StrikeWildcat StrikeLockout
15-20
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Grievance Procedure Step by step process used to settle
disputes Union steward—advocate for the employee Arbitration—last step in grievance process
Contract AdministrationContract Administration
Two Types of Grievances Contract interpretation Employee discipline
15-21
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Staffing—seniority based
The Impact of Unions on HRMThe Impact of Unions on HRM
Employee Development performance appraisals for feedback
Compensation Higher in union shops Benefits generally better in union shops Prefer across the board raises (COLAs)
Employee Relations Union gives employees a voice
15-22
Copyright ©2010 Pearson Education, Inc. publishing
as Prentice Hall
Unions—thrive when employees are dissatisfied and lack influence with mgmt
Managers should be aware of labor relations laws
Union-management relationship historically adversarial
Labor relations in other countries often more political
Strategy: acceptance vs. avoidance Substitution better than suppression
Unions impact almost every area of HRM
Summary and ConclusionsSummary and Conclusions