1. The Union-Management Framework14 .
C H A P T E R
F O U R T E E N
The Union-Management Framework

2. Union Defined
A union is an organization with the legal authority to represent workers, negotiate the terms and conditions of employment with the employer, and administer the collective agreement.

3. Collective Agreement
A contract negotiated between union and employer,outlining terms and conditions of employment.

4. Why do Employees Join Unions?
Reasons for Not Joining
Belief that union membership may harm chances for promotion
Extra costs for union dues or strikes
Negative opinions toward unions
Fair supervisory treatment/policies
Reasons for Joining
Job dissatisfaction
Individual attitudes toward unions
Perceived union instrumentality

5. Attitudes Toward Unions

6. Union Goals and Philosophy
Business Unionism
Social (Reform) Unionism
Practice of unions
seeking to improve
the wages, hours,
and working
conditions
in a businesslike
manner
A characteristic of
unions seeking to further
members’ interests by
influencing the social,
economic, and legal
policies of
governments

7. Union Structure and Function
Local Unions
Basic unit of union organization formed in a particular plant or locality
Craft Unions
• Composed of workers who possess the same skills or trade
Industrial Unions
• Includes the unskilled and semiskilled workers at a particular location
National/International Unions
Many local unions are part of a larger national or international union

8. Trends in Union Membership
Union Growth and Decline
The number of women members has been increasing rapidly
Unions are organizing service employers
Part-time employees less likely to be unionized
Larger workplaces are more likely to be unionized
International Trends
A number of countries have experienced a decline in union density

9. Impact of Union Representation
Strikes
• Most collective agreements are settled without a strike
Wages & benefits
• Higher wages, particularly for part-time employees
• More comprehensive benefits
Productivity
• Relationship between unionization and productivity is subject to debate

10. Canadian Labour Legislation
Right to join
a union
Common Core of
Labour
Legislation
Conciliation
Good faith
bargaining
Prohibition of
unfair labour
practices
No strikes or
lockouts during
agreement

11. Labour Relations Boards
Boards set up in the federal and all provincial jurisdictions to administer labour relations legislation

12. Influences on Unionization
External Factors
Increase in unionization activity
Major increase in the workforce is planned
Internal Factors
Turnover and absenteeism rates are high
Employees are dissatisfied
Pay and benefits are below average
Complaint procedures are ineffective

13. Unfair Labour Practices
Management
Unions
Interfering in the formation of a union or contributing financially
Discriminating based on union membership or because employee exercises rights
Intimidating or coercing an employee to join/not join
Trying to bargain when the union is not the certified agent
Persuading employees during working hours, or at the workplace
Illegal strikes
Failing to represent employees fairly

14. 3 Phases of Collective Bargaining
Preparation
for
negotiations
Phase 2
Face-to-face negotiations
Phase 3
Approving the proposed agreement

15. Mutual Gains Bargaining
Moves away from traditional adversarial approach
Win-win approach
Usually preceded by conflict resolution training
Requires both labour and management to have commitment, trust, respect and a long-term focus

16. Conciliation & Mediation
A government-appointed third party attempts to bring together the parties to reach agreement
In most provinces, a strike is not permitted before conciliation efforts
Mediation
Disputing parties voluntarily choose to reconcile their differences through a third party

17. Administering the Agreement
Grievance
Complaint that some aspect of a collective agreement has been violated
Grievance procedures
Most collective agreements include formal multi-step procedures to resolve grievances
Arbitration
Used to resolve a grievance when an acceptable solution cannot be reached

18. Contract Provisions Union shop Dues check-off Seniority Discipline
Employers may hire anyone they want, but all workers must join the union within a specified period
Dues check-off
Employer required to deduct union dues
Seniority
Length of the worker’s employment
Discipline
“Just cause” is required to discipline or discharge

19. HRM & Bargaining Unit Employees
More than 90% have a pension plan
79% have an orientation program
82% have an EAP
54% have formal performance appraisal
Unions have generally avoided contingency compensation plans e.g. employee stock ownership plans

20. Implications of Union Avoidance
Union Suppression
Fighting union representation
Example: Employer intimidates workers, threatens to close operation
Union Substitution
Examines what unions bring to the employment relationship and tries to introduce these features

21. Features of Union Substitution
Design
satisfying jobs
Pay/benefits
are parallel
Maximize
opportunities
Union
Substitution
Employees
have “voice”
Select
qualified workers
Establish fair
standards
Evaluate based
on performance
Train workers
& managers

22. Managing in a Union Environment
Unions impact the HRM function:
HR department may expand to add labour relations specialists
Greater centralization of employee record-keeping and discipline to ensure uniformity
Management has less freedom to make unilateral changes

23. Labour-Management Cooperation
Organizational performance is enhanced when labour and management cooperate
Cooperative methods include:
Prior consultation
Sincere concern
Training programs
Joint study committees
Third parties

24. The Union-Management Framework14 .
C H A P T E R
F O U R T E E N
The Union-Management Framework