Labor Relations Chapter 12

Unionization: Employee’s Perspective Higher compensation Greater benefits Influence over hiring, promotions, and layoffs Working conditions and workplace safety Formal processes for employee grievances, discipline, and other matters Solidarity and recognition Seniority. The length of time someone has worked for his or her current employer Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Unionization: Management’s Perspective Work Rules A common element of labor contracts that specifies such things as the tasks certain employees are required to do or are forbidden to do Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Unionization in Historical Perspective National Labor Relations Act Legislation passed in 1935 that established labor relations policies and procedures for most sectors of private industry; commonly known as the Wagner Act Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Unionization in Historical Perspective Labor-Management Relations Act Legislation passed in 1947 that addressed many concerns raised by business owners and shifted the balance of power again Commonly known as the Taft -Hartley Act Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Right-to-Work States Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Union Organizing Drives Authorization Cards Cards signed by employees to indicate interest in having a union represent them Certification Eelection A secret-ballot election overseen by the NLRB to determine whether a union gains the right to represent a group of employees Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Union Organizing Drives Decertification An employee vote to take away a union’s right to represent them Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

The Collective Bargaining Process A negotiation between union and management negotiators to forge the human resources policies that will apply to all employees covered by a contract Collective Bargaining Agreements (CBAs) Contracts that result from collective bargaining Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Negotiating an Agreement Mediation Use of an impartial third party to help resolve bargaining impasses Arbitration A decision process in which an impartial referee listens to both sides and then makes a judgment by accepting one side’s view Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Labor Options Strike A temporary work stoppage aimed at forcing management to accept union demands Boycott A pressure action by union members and sympathizers who refuse to buy or handle the product of a target company Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Labor Options (cont.) Injunction A court order that requires one side in a dispute to refrain from or engage in a particular action Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Management’s Options Strikebreakers Nonunion workers hired to do the jobs of striking workers Lockout A decision by management to prevent union employees from entering the workplace used to pressure the union to accept a contract proposal Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Grievance, Discipline, and Arbitration Procedures Unfair labor practices Unlawful acts made by either unions or management Grievance A formal complaint against an employer By employers: • Threatening employees with termination or cuts in benefits if they vote for a union or engage in any other activity protected by the Wagner Act or other laws • Threatening to close a facility if employees vote for union representation • Interrogating employees about union sympathies or activities in ways that could “interfere with, restrain, or coerce” employees trying to exercise their legal rights • Responding to organizing campaigns by offering wage or benefit improvements as a way to thwart unionization efforts • Punishing employees for unionization activity by transferring them, giving them more difficult work assignments, or terminating them By unions: • Attempting to scare employees into supporting the union by telling them they will lose their jobs otherwise • Refusing to process grievance claims made by employees who have criticized union officials • Attempting to get an employee fired for not complying with a union shop agreement when the employee has paid or offered to pay an initiation fee and monthly dues • Discriminating against employees or giving preferential treatment in union hiring halls (facilities where members of craft unions receive job assignments) because of race or union activities Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Grievance, Discipline, and Arbitration Procedures Progressive Discipline An escalating process of discipline that gives employees several opportunities to correct performance problems before being terminated Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall