1. 14 團體協商與勞資關係 指出管理階層、工會、社會對勞工關係應有的目標。 簡述與勞工關係有關的法律規範。 描述工會組織程序。
第 章
團體協商與勞資關係 14
我該了解什麼？
指出工會與勞工關係的定義，並說明它們在組織中的角色。
 指出管理階層、工會、社會對勞工關係應有的目標。
 簡述與勞工關係有關的法律規範。
 描述工會組織程序。
 說明勞資雙方如何進行協商。
 簡述執行勞資契約的實務做法。
 指出促進勞資關係的互惠做法。

2. Individual Bargaining
Employment at will – unwritten contract created when employee agrees to work, but no agreement exists as to how long parties expect employment to last

3. Individual Bargaining (Continued)
Seniority means little
Concept of supply and demand
Employment at will

4. 工會角色 勞工可單槍匹馬地與業者交涉工作條件，亦可組成工會，集體表達勞方所需並代為解決勞資爭議。
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勞工可單槍匹馬地與業者交涉工作條件，亦可組成工會，集體表達勞方所需並代為解決勞資爭議。
工會是為維護勞方利益、並解決勞資爭議而組成的組織。
工會的產生，其實來自勞資雙方不可避免的利害衝突。
團體協商時，勞資雙方即有機會互聽心聲、找出對新契約內容共識，並以更有系統的方式解決勞資爭端。
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5. 勞工關係的角色
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勞工關係是一個強調勞資互動技巧的管理學門。如主管與工會領袖如何促進有效勞資合作、減少成本過高的勞資衝突（如罷工），以及找出雙贏的解決模式等。
勞工關係課程談及的決策，可大別為以下三個層次：
勞工關係策略
合約協商
合約履行
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6. Unions Today Fall of Big Labor since 1970s has been dramatic
Unionized share of private sector workforce is 9 percent

7. Percentage of the Private Workforce That is Unionized
Percentage of Workforce 40 40 30 30 20 20 10 10 9
1950
1955
1960
1965
1970
1975
1980
1985
1994
1996
2002
Year

8. The Union Movement Today and Tomorrow
Declining membership
Laws have taken over much of the union’s traditional role as the workers’ protector.
Automation, globalization and technology have reduced jobs in unionized manufacturing sectors.
Unions have fail to organize new plants.
Unions have been more successful in organizing workers in the public sector.
Management has become better at resisting union organizing efforts

9. Why Do Workers Organize?
Solidarity
To get their fair share of the pie.
Improved wages, hours, working conditions, and benefits
To protect themselves from management whims.
Conditions favoring employee organization
Low morale
Fear of job loss
Arbitrary management actions

10. 全國性與國際性工會 多數工會成員均隸屬於某全國性或國際性工會。 同業工會成員均具特殊技術或是屬於特定職業類別： 國際電工同業公會
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多數工會成員均隸屬於某全國性或國際性工會。
同業工會成員均具特殊技術或是屬於特定職業類別：
國際電工同業公會
美國聯合木匠同業工會
產業工會的會員，係因均在某個產業服務而結緣：
美國聯合鋼鐵工人工會
美國通訊工人工會
在美國，絕大多數全國性工會均隸屬美國勞工聯合會暨產業組織協會。
本協會性質非屬一般工會，而係為促進全國各類工會會員權益之國家級組織 。
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11. 美國十大工會
5 of 31
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12. 地方性工會 多數全國性工會均係由地方性工會組成。 地方性工會成員來源，因工會類型而異： 產業工會 同業工會
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多數全國性工會均係由地方性工會組成。
地方性工會成員來源，因工會類型而異：
產業工會
同業工會
通常地方性工會自行選舉幹部（如正副會長或財務長）。
處理協商案件時，全國性工會將提供支援協助給地方性工會。
個人會員可能經由不同管道參與地方性工會：
工會執行秘書
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13. 工會會員人數的變遷 美國工會會員數在1950年代達到高峰。在那之後，工會會員比例即開始下降。
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美國工會會員數在1950年代達到高峰。在那之後，工會會員比例即開始下降。
目前全美勞工中，加入工會人數約為全體勞工數的14% ；其中任職於私人企業勞工參與工會比例則為9%。
造成勞工參與工會比例下降的原因很多：
經濟結構改變
晚近婦女及青少年工作機會增機加
許多高度成長產業位於美國南方
管理階層努力防止員工組成工會
商業競爭
政府制定相關規範
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14. 1973-2000年間美國工會 受薪勞工佔全體會員百分比 8 of 31 McGraw-Hill
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15. 公家機關工會 公家機關工會地位仍極為強勢且穩固。 超過三分之一公務員隸屬於工會；受團體協商結果保護的公務員數則更大於此。
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公家機關工會地位仍極為強勢且穩固。
超過三分之一公務員隸屬於工會；受團體協商結果保護的公務員數則更大於此。
相關法律規範支持為造成此一情況的重要原因之一：
10988號總統令
公務員所享勞工權益和非公務員並不完全一致。如多數公務員均未享有合法罷工權。
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16. 工會對公司績效表現的影響 負面影響： 正面效應： 工會透過勞資合約限制業者增加員工工作量，將使組織生產力無法提昇
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負面影響：
工會透過勞資合約限制業者增加員工工作量，將使組織生產力無法提昇
罷工抗爭與工作停擺等工會活動，更會降低組織貨品實際產量
正面效應：
降低員工離職率
避免員工彼此惡性競爭
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17. 勞資立場與社會理想分析 管理階層立場： 成本控制 增進生產力 勞動工會立場： 使工會會員享有堪稱滿意的薪資與工作條件
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管理階層立場：
成本控制
增進生產力
勞動工會立場：
使工會會員享有堪稱滿意的薪資與工作條件
在影響勞工權益事項上提出工會意見
同工同酬
工會通常極為重視勞資合約中代扣工會會費、工會會員資格、或與會員捐助相關條款內容：
封閉制
工會制
代理制
會員資格制
社會理想：
讓勞方對自己的待遇也有發表意見的權利
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18. 影響勞工關係的法規 與勞工關係相關的立法，將實際影響工會規模及工會協商權力。
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與勞工關係相關的立法，將實際影響工會規模及工會協商權力。
美國勞工法規已對工會組織架構、工會管理方式、及勞資互動模式做有限制規定。
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19. 美國勞工關係法案 〈美國勞工關係法〉積極鼓勵勞工進行團體協商。 本法通過後，美國工會會員數即增加了近三倍之多 組織工會。
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〈美國勞工關係法〉積極鼓勵勞工進行團體協商。
本法通過後，美國工會會員數即增加了近三倍之多
以下即為受〈美國勞工關係法〉保障的工會活動範圍︰
組織工會。
加入工會，不論該工會是否被業者所承認。
為求改善工作條件而進行罷工。
拒絕參與工會活動。
部分勞工不在保障範圍內。
根據本法規定，業者不得形成某些不當的勞動慣例。
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20. 不適用〈美國勞工關係法〉的 勞工類型 14 of 31 McGraw-Hill
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21. 彌補美國勞工關係法不足規定的法規 1947年〈塔夫特哈特利法〉 工會不能透過下列行為妨礙業者： 發動眾多糾察員圍場 以暴力手法進行罷工
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彌補美國勞工關係法不足規定的法規
1947年〈塔夫特哈特利法〉
工會不能透過下列行為妨礙業者：
發動眾多糾察員圍場
以暴力手法進行罷工
威脅不支持工會活動的勞工
堅持不合法主張
任意終止現有合約並進行罷工
工作權
1959年〈蘭德勒姆格裡芬法〉
管控影響工會會員利益的工會活動
劃定並保護工會會員權利範圍
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22. 實行工作權法律的州別 16 of 31 McGraw-Hill
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23. 美國勞工關係委員會 此聯邦政府機構包含： 美國勞工關係委員會主要功能有二： 美國勞工關係委員會為〈美國勞工關係法〉的主政單位。
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美國勞工關係委員會為〈美國勞工關係法〉的主政單位。
此聯邦政府機構包含：
五名委員
一名總顧問
33處各地辦公室
美國勞工關係委員會主要功能有二：
辦理工會成立投票、授與工會認證：
負責確認協商當事人及參與工會活動勞工是否適合。
防止不公平勞動慣例發生：
調查申訴案件
發布停止不公平勞動慣例的命令
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24. 籌組工會流程 籌組工會是工會與勞工發生關係的第一步。 填妥授權卡是籌組工會的第一步。
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籌組工會是工會與勞工發生關係的第一步。
填妥授權卡是籌組工會的第一步。
過三成勞工均同意簽署授權卡時，發起人才可進行下一個流程。
工會認證方式有二：
合意投票
指定投票
部分情況可能導致美國勞工關係委員會暫不依選舉結果授與認證。
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25. 授權卡例示
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26. 管理策略 當連署勞工多至一定程度時，有些業者可能即會主動承認工會存在。但在這之前，工會常須透過一場場演說，不斷向勞工洗腦成立工會的好處。
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當連署勞工多至一定程度時，有些業者可能即會主動承認工會存在。但在這之前，工會常須透過一場場演說，不斷向勞工洗腦成立工會的好處。
業者會想盡辦法來阻絕工會成立：
僱佣諮詢
分送傳單和短信
宣導對業者有利的觀點
組織也應提供主管與勞工法律相關的教育訓練。
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27. 主管對抗工會籌組之行為守則 21 of 31 McGraw-Hill
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28. 工會策略 傳統策略： 創意策略： 電話聯繫或親往拜訪 建立會友制 外部施壓 揚棄以罷工或反宣傳等手法迫使公司接受工會 與業者協商制定中立條款
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傳統策略：
電話聯繫或親往拜訪
創意策略：
建立會友制
外部施壓
揚棄以罷工或反宣傳等手法迫使公司接受工會
與業者協商制定中立條款
與業者協商制定認票條款
McGraw-Hill
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29. 團體協商
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團體協商即係指工會（代表特定勞工群）與公司管理階層（代表業者）進行協商，確定合約期限內勞資權益各項條款內容，同時化解雙方對合約內容的歧見。
常見的協商重點包括： 薪資 福利
工作規則
申訴程序
大部分時候，協商當事人均是有經驗的老手。
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30. 常見協商內容一覽表 24 of 31 McGraw-Hill
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31. 換約協商 勞資協商結果對人事成本、生產力、與組織競爭力均會產生極為重要的影響。 常見協商方式 ： 分配式協商 整合式協商 態度建構 內部協商
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勞資協商結果對人事成本、生產力、與組織競爭力均會產生極為重要的影響。
常見協商方式 ：
分配式協商
整合式協商
態度建構
內部協商
協商會經歷不同的階段 ：
提出建議方案
雙方均須開始進行一定程度的決策與判斷
面對達成協議的壓力
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32. 協商破裂 團體協商的目的在協議出雙方都可接受的結果。 協商破裂時： 工會可能罷工 雙方可能尋求其他外部援助 取代罷工的勞資爭議處理方式 ：
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團體協商的目的在協議出雙方都可接受的結果。
協商破裂時：
工會可能罷工
雙方可能尋求其他外部援助
取代罷工的勞資爭議處理方式 ： 調解
調查事實 仲裁
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33. 超過1000名以上工人的罷工 27 of 31 McGraw-Hill
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34. 履行合約 履行合約包括： 履行合約內容 弭平內容爭議 處理違約情事 勞資契約常將這類爭議處理方式稱為申訴程序。 申訴程序進行步驟有四：
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履行合約包括：
履行合約內容
弭平內容爭議
處理違約情事
勞資契約常將這類爭議處理方式稱為申訴程序。
申訴程序進行步驟有四：
勞工向直接主管反映問題所在。
若溝通結果未盡人意，工會執行秘書即會加入討論。
若討論後問題仍未解決，但又不屬明顯違約事項，則勞工須以將申訴事由以文字寫明，並將申訴書交由更上一層主管。
工會執行秘書與管理階層代表溝通。
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35. 申訴程序進行步驟 29 of 31 McGraw-Hill
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36. 勞資合作 勞資合作類型包括： 勞資決策共享 成立員工自我管理團隊 勞資爭議處理小組 擴大工作定義 勞資共享公司利潤及商業資訊
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勞資合作類型包括：
勞資決策共享
成立員工自我管理團隊
勞資爭議處理小組
擴大工作定義
勞資共享公司利潤及商業資訊
員工自我管理團隊已引發適法性爭議
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37. 重點在找出工作團隊是否含有違法的重要元素：
經判定違法的工作團隊類型
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重點在找出工作團隊是否含有違法的重要元素：
代表性
工作團隊經手辦理事項，是否會影響到非團隊成員權益？（是否代表其他員工？） 主題
工作團隊處理議題是否包括薪資、申訴程序、工時及工作條件？
管理階層介入
工作團隊須與任何管理階層溝通決議內容嗎？
業者主導性
工作團隊是否由業者挑選人士組成，並受業者指揮運作？
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38. The Collective Bargaining Process
What Is collective bargaining?
Both management and labor are required by law to negotiate wage, hours, and terms and conditions of employment “in good faith.”
What Is good faith bargaining?
Both parties communicate and negotiate.
They match proposals with counterproposals in a reasonable effort to arrive at an agreement.
It does not mean that one party compels another to agree to a proposal or make any specific concessions.

39. Violations of Good Faith Bargaining
Surface bargaining
Inadequate concessions
Inadequate proposals and demands
Dilatory tactics
Imposing conditions.
Making unilateral changes in conditions.
Bypassing the representative.
Committing unfair labor practices during negotiations.
Withholding information
Ignoring bargaining items

40. Union/Management Relationships
Conflict
Armed truce
Power bargaining
Accommodation
Cooperation
Collusion

41. Collective Bargaining Process
Preparing for negotiation
Bargaining issues
Negotiation
Negotiation breakdown
Reaching the agreement
Ratifying the agreement
Administration of the agreement

42. Psychological Aspects of Collective Bargaining
Difficult because process is an adversarial situation and must be dealt with as such
Psychological aspects vitally important

43. Preparing for Negotiations
Sources of negotiating information
Local and industry pay and benefits comparisons
Distribution demographics of the workforce
Benefit costs, overall earnings levels, and the amount and cost of overtime
Cost of the current labor contract and the increased cost—total, per employee, and per hour—of the union’s demands.
Grievances and feedback from supervisors
Counteroffers and arguments.

44. Preparing for Negotiations (cont’d)
Sources of negotiating information (cont’d)
Attitude surveys to test employee reactions to sections of the contract that management may feel require change
informal conferences with local union leaders to discuss the operational effectiveness of the contract and to send up trial balloons on management ideas for change.

45. Preparing for Negotiations
Mandatory bargaining issues - wages, hours, etc.
Permissive bargaining issues – may be raised
Prohibited bargaining issues – statutorily outlawed

46. Classes of Bargaining Items
Voluntary (permissible) bargaining items
Items in collective bargaining over which bargaining is neither illegal nor mandatory—neither party can be compelled against its wishes to negotiate over those items.
Illegal bargaining items
Items in collective bargaining that are forbidden by law; for example, a clause agreeing to hire “union members exclusively” would be illegal in a right-to-work state.
Mandatory bargaining items
Items in collective bargaining that a party must bargain over if they are introduced by the other party—for example, pay.

47. Bargaining Items Mandatory Permissible Illegal Rates of pay Wages
Hours of employment
Overtime pay
Shift differentials
Holidays
Vacations
Severance pay
Pensions
Insurance benefits
Profit-sharing plans
Christmas bonuses
Company housing, meals, and discounts
Employee security
Job performance
Union security
Management–union relationship
Drug testing of employees
Permissible
Indemnity bonds
Management rights as to union affairs
Pension benefits of retired employees
Scope of the bargaining unit
Including supervisors in the contract
Additional parties to the contract such as the international union
Use of union label
Settlement of unfair labor changes
Prices in cafeteria
Continuance of past contract
Membership of bargaining team
Employment of strike breakers
Illegal
Closed shop
Separation of employees based on race
Discriminatory treatment
Source: Michael B. Carnell and Christina Heavrin, Labor Relations and Collective Bargaining (Upper Saddle River, NJ: Prentice Hall, 2001), p. 177.

48. Bargaining Hints
Be sure to set clear objectives for every bargaining item, and be sure you understand the reason for each.
Do not hurry.
When in doubt, caucus with your associates.
Be well prepared with firm data supporting your position.
Always strive to keep some flexibility in your position.
Don’t concern yourself just with what the other party says and does; find out why.
Respect the importance of face saving for the other party.
Be alert to the real intentions of the other party—not only for goals, but also for priorities.
Be a good listener.

49. Bargaining Hints (cont’d)
Build a reputation for being fair but firm.
Learn to control your emotions and use them as a tool.
As you make each bargaining move, be sure you know its relationship to all other moves.
Measure each move against your objectives.
Pay close attention to the wording of every clause negotiated; they are often a source of grievances.
Remember that collective bargaining is a compromise process. There is no such thing as having all the pie.
Try to understand people and their personalities.
Consider the impact of present negotiations on those in future years.

50. Compensation and Benefits
Bargaining Issues
Document that results from collective bargaining process is labor agreement or contract
Recognition
Management Rights
Union Security
Compensation and Benefits
Grievance Procedure
Employee Security

51. Recognition Appears at the beginning of the labor agreement
Identifies the union that is recognized as the bargaining representative
Describes the bargaining unit

52. Management Rights
Section that is often (but not always) written into labor agreement which spells out rights of management

53. Union Security
Closed Shop -Arrangement whereby union membership is a prerequisite to employment
Union Shop - Requires that all employees become members of the union after a specified period
Maintenance of Membership - Must continue their memberships until the termination of the agreement

54. Union Security (Continued)
Agency Shop - Nonunion members pay union the equivalent of membership dues as a kind of tax
Exclusive Bargaining Shop - Company must deal with union that has achieved recognition, but employees are not obligated to join
Open Shop – Equal terms for union members and nonmembers
Dues Checkoff - Company agrees to withhold union dues

55. Compensation and Benefits
Wage rate schedule
Overtime and premium pay
Jury pay
Layoff or severance pay
Holidays
Vacation
Family care

56. Grievance Procedure
Means by which employees can voice dissatisfaction with specific management actions
Procedures for disciplinary action by management
Termination procedure that must be followed

57. Employee Security
Seniority
Grievance handling procedures

58. Job-Related Factors
Many of rules governing employee actions on job are included

59. Negotiating the Agreement
Begins with each side presenting initial demands
Suggests a certain amount of give and take
Each side does not expect to obtain all demands presented

60. Breakdowns in Negotiations
Third party intervention
Union strategies for overcoming breakdowns
Management strategies for overcoming breakdowns

61. Third Party Intervention
Mediation - neutral party comes in when impasse has occurred
Arbitration – impartial third party makes binding decision to settle dispute
Sources of mediators and arbitrators

62. Union Strategies for Overcoming Negotiation Breakdowns
Strikes – union members refuse to work to pressure management in negotiations
Boycotts – union members agree to refuse to use or buy firm’s products

63. Management Strategies for Overcoming Negotiation Breakdowns
Lockout – keep employees out; operate firm by placing management and nonunion workers in striking workers’ jobs
Hire replacement for strikers

64. Ratifying the Agreement
May be more difficult for union
Until approved by majority of members, proposed agreement is not final

65. Administration of the Agreement
Larger and perhaps more important part of collective bargaining
Seldom viewed by public
Agreement establishes the union-management relationship for duration of the contract

66. Grievances Grievance Sources of grievances
Any factor involving wages, hours, or conditions of employment that is used as a complaint against the employer.
Sources of grievances
Absenteeism
Insubordination
Overtime
Plant rules

67. Grievance Procedure
Grievant and shop steward meet with supervisor. If not resolved,
Employee files formal grievance
Grievant and shop steward meet with supervisor’s boss. If not resolved,
Meeting with higher-level managers.
If not resolved, matter goes to arbitration.

68. Handling Grievances: Do
Investigate and handle each case as though it may eventually result in arbitration.
Talk with the employee about his or her grievance; give the person a full hearing.
Require the union to identify specific contractual provisions allegedly violated.
Comply with the contractual time limits for handling the grievance.
Visit the work area of the grievance.
Determine whether there were any witnesses.
Examine the grievant’s personnel record.
Fully examine prior grievance records.
Treat the union representative as your equal.
Hold your grievance discussions privately.
Fully inform your own supervisor of grievance matters.

69. Handling Grievances: Don’t
Discuss the case with the union steward alone—the grievant should be there.
Make arrangements with individual employees that are inconsistent with the labor agreement.
Hold back the remedy if the company is wrong.
Admit to the binding effect of a past practice.
Relinquish to the union your rights as a manager.
Settle grievances based on what is “fair.” Instead, stick to the labor agreement.
Bargain over items not covered by the contract.
Treat as subject to arbitration claims demanding the discipline or discharge of managers.
Give long written grievance answers.
Trade a grievance settlement for a grievance withdrawal.
Deny grievances because “your hands have been tied by management.”
Agree to informal amendments in the contract.