1. Human Resource Management TENTH EDITON © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Union-Management Relations Union-Management Relations Chapter 17 SECTION 5 Employee Relations and Global HR Robert L. Mathis  John H. Jackson

2. © 2002 Southwestern College Publishing. All rights reserved. 17–2 Learning Objectives After you have read this chapter, you should be able to: –Describe what a union is and explain why employees join unions. –Identify several reasons for the decline in union membership. –Explain the acts that compose the “National Labor Code.” –Identify and discuss the stages of the unionization process. –Describe the typical collective bargaining process. –Describe grievance and explain why a grievance procedure is important for employers.

3. © 2002 Southwestern College Publishing. All rights reserved. 17–3 Nature of Unions  Union –A formal association of workers that promotes the interests of its members through collective action.  State of U.S. Unions –Focused on economic issues—wages, benefits, job security, and working conditions. –Organized by kind of job and employer. –Seek multi-year collective agreements on economic issues as “contracts.” –Maintain competitive relations with management.

4. © 2002 Southwestern College Publishing. All rights reserved. 17–4 Factors Leading to Employee Unionization Figure 17–1

5. © 2002 Southwestern College Publishing. All rights reserved. 17–5 Typical Division of HR Responsibilities: Labor Relations Figure 17–2

6. © 2002 Southwestern College Publishing. All rights reserved. 17–6 Union Structure

7. © 2002 Southwestern College Publishing. All rights reserved. 17–7 Union Membership as Percentage of the U.S. Workforce Figure 17–3 Source: Bureau of Labor Statistics, U.S. Department of Labor.

8. © 2002 Southwestern College Publishing. All rights reserved. 17–8 Reasons for Union Decline in the U.S. Geographic Changes Deregulation Foreign Competition More Available Labor Union Decline Industrial Changes Workforce Changes

9. © 2002 Southwestern College Publishing. All rights reserved. 17–9 Union Membership by Industry Figure 17–4 Source: U.S. Department of Labor, Bureau of Labor Statistics.

10. © 2002 Southwestern College Publishing. All rights reserved. 17–10 Union Targets for Membership Growth Professional Unions Contingent and Part-time Workers Low-Skilled Workers Union Organizing

11. © 2002 Southwestern College Publishing. All rights reserved. 17–11 The History of American Unions  1794Shoemakers’ strike  1806Shoemakers’ strike (“criminal conspiracy”)  1886American Federation of Labor (AFL)  1938Congress of Industrial Organizations CIO  1926Railway Labor Act  1935National Labor Relations Act (Wagner Act)  1932Norris-LaGuardia Act  1947Taft-Hartley Act  1957AFL-CIO merger  1959Landrum-Griffin Act  1978Civil Service Reform Act

12. © 2002 Southwestern College Publishing. All rights reserved. 17–12 The National Labor Code Figure 17–5

13. © 2002 Southwestern College Publishing. All rights reserved. 17–13 Unfair Labor Practices: Employer  Interfering with the organizing and collective bargaining rights of employees.  Dominating or interfering with any labor organization.  Encouraging or discouraging membership in a particular union.  Discharging persons for organizing activities or union membership.  Refusing to bargain collectively.

14. © 2002 Southwestern College Publishing. All rights reserved. 17–14 Labor Relations: Key Terms

15. © 2002 Southwestern College Publishing. All rights reserved. 17–15 Right-to-Work States Figure 17–6

16. © 2002 Southwestern College Publishing. All rights reserved. 17–16 Typical Unionization Process Figure 17–7

17. © 2002 Southwestern College Publishing. All rights reserved. 17–17 Unionization: Key Terms

18. © 2002 Southwestern College Publishing. All rights reserved. 17–18 Bargaining Units  “Community of Interest” –Wages, hours, and working conditions –Traditional industry groupings for bargaining purposes –Physical location and amount of interaction and working relationships among employee groups –Supervision by similar levels of management  Supervisors and Bargaining Units –Supervisors are excluded from bargaining units. Any individual with the authority to hire, transfer, discharge, discipline, and who uses independent judgment with employees.

19. © 2002 Southwestern College Publishing. All rights reserved. 17–19 Legal Do’s and Don’ts for Managers During the Unionization Process Figure 17–8

20. © 2002 Southwestern College Publishing. All rights reserved. 17–20 Collective Bargaining Relationship Continuum Figure 17–9

21. © 2002 Southwestern College Publishing. All rights reserved. 17–21 Collective Bargaining: Key Terms

22. © 2002 Southwestern College Publishing. All rights reserved. 17–22 Mandatory Bargaining Issues  Issues identified specifically by labor laws or court decisions as subject to bargaining.  Discharge of employees  Grievances  Work schedules  Union security and dues checkoff  Retirement and pension coverage  Vacations  Christmas bonuses  Rest- and lunch-break rules  Safety Rules  Profit-sharing plans  Required physical exam

23. © 2002 Southwestern College Publishing. All rights reserved. 17–23 Classification of Bargaining Issues  Permissive Issues –Collective bargaining issues that are not mandatory but relate to certain jobs. Benefits for retired employees Product prices (e.g., employee discounts) for employees Performance bonds  Illegal Issues –Collective bargaining issues that would require either party to take an illegal action (e.g., discriminate in hiring).

24. © 2002 Southwestern College Publishing. All rights reserved. 17–24 The Bargaining Process Preparation and Initial Demands Continuing Negotiations Settlement and Contract Agreement Strikes and Lockouts Bargaining Impasse Conciliation Mediation Arbitration Bargaining Impasse Conciliation Mediation Arbitration

25. © 2002 Southwestern College Publishing. All rights reserved. 17–25 Typical Items in a Labor Agreement Figure 17–10

26. © 2002 Southwestern College Publishing. All rights reserved. 17–26 Types of Strikes  Economic Strikes –Strikes over economic issues (e.g., wages)  Unfair labor practice strikes –Strikes over illegal employer actions (e.g., refusal to bargain)  Wildcat strikes –Strikes not approved by the union  Jurisdictional strikes –Strikes in dispute over the ownership of work  Sympathy strikes –Expressions of support for other unions

27. © 2002 Southwestern College Publishing. All rights reserved. 17–27 Union-Management Cooperation Issues Employee Ownership (ESOPs) (ESOPs) Cooperation and Joint Efforts Cooperation and Joint Efforts Employee Involvement (Teams) Union- Management Cooperation

28. © 2002 Southwestern College Publishing. All rights reserved. 17–28 Grievance Management  Complaint –Indication of employee dissatisfaction  Grievance –A complaint formally stated in writing  Grievance Procedures –Formal channels of communications used to resolve grievances. –Union representation (Weingarten) rights

29. © 2002 Southwestern College Publishing. All rights reserved. 17–29 Typical HR Responsibilities: Grievance Management Figure 17–11

30. © 2002 Southwestern College Publishing. All rights reserved. 17–30 Steps in a Grievance Procedure Figure 17–12