1. 9 Learning Objectives Describe the functions of a department’s personnel management and the laws and regulations influencing fire personnel management. Discuss the implementation of training programs in a department. Describe the distinction between labor relations and human relations and the process of collective bargaining. Describe major milestones in the development of unions and how the International Association of Fire Fighters (IAFF) differs from other unions. Explain how the eight management/leadership guidelines affect labor and employee relations.

2. 9 Introduction Personnel administration Department officers – Departments with a personnel office – Departments without a personnel office Personnel management involves specific responsibilities – Routine procedures – Labor relations activities Advisory activities Labor relations Employees’ organization Labor relations in the fire service Nonunion labor relations Human relations Collective bargaining Legislation and laws Goals – Best relations possible – Satisfying climate

3. 9 Introduction Labor relations Employees’ organization Labor relations in the fire service Nonunion labor relations Human relations Collective bargaining Legislation and laws Goals – Best relations possible – Satisfying climate

4. 9 Personnel Management Functions Staffing: recruiting, selecting, hiring, placing, and promoting personnel – Fair Labor Standards Act (FLSA) of 1938 – Civil service regulations – Normal recruiting procedures – Volunteer fire departments – Civil service commission Considerations for effective selection interviews Administration of disciplinary action and terminating employees Salary administration Fringe benefits Advising on and monitoring employee policies and services Record keeping

5. 9 Laws and Regulations Wage and hour laws and regulations – The Wage and Hour Division within the U.S. Department of Labor – Fire service administrators Equal employment opportunity Civil rights legislation – Civil Rights Act of 1964 – Age Discrimination in Employment Act of 1967 – Americans with Disabilities Act of 1990 Affirmative action programs Minority associations Occupational safety and health regulations

6. 9 Labor Relations Management’s relations with a union Goals – Management and labor must cooperate. – Attitudes and approaches

7. 9 Growth of Unions Early 20th century Executive Order 10988 Federal Labor Relations Council 1970 The 1980s The 1990s The 21st century International Association of Fire Fighters (IAFF) – Enrolls and represents supervisory personnel – Not all employees are members of the union. – Some members hold membership in benevolent associations. – Dropped a 50-year-old rule prohibiting strikes

8. 9 Collective Bargaining Compliance with labor relations laws – Management and labor bargain collectively and in good faith. – Unionized organizations – Nonunionized organizations Compliance with labor relations laws continued – Private sector – State and local employees – States and municipal rules Contract negotiations – Management and union representatives meet. – Management considers proposed changes and submits counterproposal. – Union representatives answer counterproposal. – Threats of job actions – Talks may break down. – Attitude of both parties – Fire department’s personnel officer

9. 9 Collective Bargaining Collective bargaining agreement – Outlines conditions both parties agreed to. – Duration of the agreement – Five typical clauses Routine clauses Management rights clauses Grievance procedure clauses Conditions of employment clauses Union security clauses Management rights clauses – Management’s right to make decisions – Areas that are strictly the rights of management

10. 9 Collective Bargaining – Management rights To direct the work force To hire, promote, transfer, and assign To suspend, demote, discharge for cause, or take disciplinary action To take actions necessary for efficiency To make rules and regulations Grievance procedure clauses – Most grievance procedures Aggrieved fire fighter discusses problem with supervisor. If not settled, discuss with union If not settled, union appeals to chief If not resolved, appeal to arbitrator Arbitrators Using an arbitrator Steps so misunderstandings do not lead to grievances

11. 9 Collective Bargaining Wages and fringe benefits – Union’s objective Obtain best package possible – Management’s immediate interest Hold costs at minimum – Private organization – Government organization Working conditions – Safety issues – Physical facilities – Amenities – Ability to satisfy needs

12. 9 Relations between Union Leaders and Managers Antagonism between union leaders and managers Major issues – Wages and fringe benefits – Working conditions – Job security Cooperation Job security of union leaders and managers – Unions are political bodies. – Capable managers – Capable union leaders Role of the steward

13. 9 Summary Labor relations – Relations between employer and non-managerial employees Two segments to volunteer organizations: – Administrative – Tactical Employee has right to join union or participate in union organization activities. Management and labor must bargain collectively and in good faith. Sound approaches by officers toward staff is foundation for good relations. Labor relations or employee/human relations involve anticipating and preventing grievances. Consider the eight management/leadership guidelines in all significant decisions.

14. 9 Summary Personnel management involves specific responsibilities in three general areas: – Routine procedures – Labor relations activities – Advisory activities Personnel administration functions – Staffing – Disciplinary action and terminating employees – Salary administration – Fringe benefits – Training and development programs – Performance evaluation programs – Employee policies and services – Recordkeeping – Labor relations, human relations, and related advisory activities The personnel practices, policies, and programs are subject to many influences. The personnel function involves issues related to several management/leadership guidelines. Administration of the personnel function has a major impact on job satisfaction.