Instructor: Çağrı Topal

Slides:



Advertisements
Similar presentations
MBAO 6030 Human Resource Management Human Resource Employment Systems HR Management MBAO 6030.
Advertisements

1 CONTRACT ADMINISTRATION Traditional collective bargaining during the term of the collective agreement Normally carried out through the grievance procedure.
LABOR RELATIONS & INDUSTRIAL DEMOCRACY
Working with Organized Labor 15. Challenges Why do employees join unions? What agencies and laws regulate labor practices? What is union organizing, collective.
Labour Relations, Collective Bargaining and Contract Administration
WEEK 5 LABOR RELATIONS BUSN 102 – Özge Can. The Role of Labor Unions  Labor Relations  The relationship between organized labor and management (in its.
Chapter 10 The Labor Union and the Supervisor. Chapter 11/The Labor Union and the Supervisor Hilgert & Leonard © Explain why and how labor.
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.16–1.
Labor Relations Chapter 12.
Chapter 11 Organized Labor
1 The Supervisor's Role in Labor Relations What is Labor Relations? All activities within a company that involve dealing with a union and its members.
COLLECTIVE BARGAINING
15-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Working with Organized Labor Chapter 15.
(c) 2007 by Prentice Hall15-1 Working with Organized Labor Working with Organized Labor Chapter 15.
OS 352 4/15/08 I. Reminder for next time: Read and bring to class the Mohler article. II. Benefits (continued). III. Labor-management relations. IV. Next.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategy for Human Resource Management Lecture 29 HRM
1 9. Human Resource Management & Motivation And Labor-Management Relations.
BA 2204 and BAS 324 Human Resource Management Unions and labor relations Instructor: Ça ğ rı Topal 1.
Compensating Employees Definition Objective Bases Types Determining Reward Job Evaluation Compensation Structure.
Ch 8:Managing Human Resources and Labor Relations
Labor Relations Chapter 12. Labor Relations Chapter 12.
ARTHUR R. PRZYBYLOWICZ MEA GENERAL COUNSEL. WHY IS A LABOR CONTRACT IMPORTANT? A labor contract (collective bargaining agreement) is helpful in managing.
 CB is a process of negotiations between employers and a group of employees aimed at reaching agreements  Typical issues covered in a labor contract.
© 2001 by Prentice Hall 15-1 Why Do Employees Join Unions?  Employees in the United States seek union representation when they: u are dissatisfied with.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Working with Organized Labor.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Working with Organized Labor Chapter
Chapter 14 Learning Objectives 1.Define unions and labor relations and their role in organizations. 2.Identify the labor relations goals of management,
Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER 5 Working with Unions.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Dealing with Organized Labor [whether unionized or not! ] Chapter
1.Wages & fringe benefits 2.Working conditions 3.Job security 4.Union security 5.Grievance procedures.
MGT 430 – 2015 Class 18 - Chapter 14 Collective Bargaining.
Labor-Management Relations
EFFICIENCY AND EMPLOYMENT & LABOUR RELATIONS. INTRODUCTION INTRODUCTION WHAT ARE LABOUR RELATIONS? WHAT ARE LABOUR UNIONS OR TRADE UNIONS? WHAT DO THEY.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Part 5 Special Topics in Human Resources.
Business Management - Intermediate 2Business Decision Areas © Copyright free to Business Education Network members 2007/2008B111/078 – BDA 1.
Labor Relations Chapter 15 Please put cell phones on silent. MGT 3513.
Human Resource Management Lecture 22 MGT 350. Last Lecture What is stress? What are stressors? Positive and negative stress. Symptoms of stress.(Physiological.
WHY TO NATIONS DIFFER IN HRM? Exhibit 12.1 The National Context and HRM.
Working with Organized Labor
Unions and Labor Management
Chapter 11 Managing Labor Relations
BA 2204 and BAS 324 Human Resource Management Managing compensation
Employee Participation
Working with Organized Labor
Unions and Labor Management
Establishing Strategic Pay Plans
Chapter 15 Please put cell phones on silent. MGT 3513
Nature of Unions Union Why Employees Unionize
Labor: Labor Market Trends/Labor and Wages Ch. 9
8.2 Labor Unions.
Labor Markets and Unemployment Rates: — A Cross Country Analysis
Employee Participation
CHAPTER 14 Collective Bargaining and Labor Relations
The Strategic Role of Human Resource Management
CHAPTER 13 Understanding Unions. CHAPTER 13 Understanding Unions.
Labour Law.
Working with Organized Labor
Unit 2 Chapter 11 - Human Resource Management
Labor Relations Chapter 15 MGT 3513.
MGT 430 – Spring 2016 Class 20 – Chapter 13
ENGM 742: Engineering Management and Labor Relations
Establishing Strategic Pay Plans
Understanding Unionization and Collective Bargaining
Introduction to Business Lecture 18
Union/Management Issues
Union/Management Issues
Compensation and Benefits
Establishing Strategic Pay Plans
Human Resource Management
Presentation transcript:

Instructor: Çağrı Topal BA 2204 and BAS 324 Human Resource Management Unions and labor relations Instructor: Çağrı Topal

Why employees join unions Employees are dissatisfied with their job Employees feel a lack of influence or power Employees see unionization as a solution to their problems

Unions/labor relations in the US Business unionism Unions structured by type of job Collective bargaining Labor contracts Adversarial labor-management relations

Unions/labor relations in Germany Industrial democracy Plant-level involvement of workers through work councils Corporate-level involvement of workers through representatives on boards of directors

Unions/labor relations in Japan Cooperation between unions and management Enterprise unionism Lifelong employment

Labor relations strategy Acceptance strategy Cooperation with unions Avoidance strategy Union substitution Union suppression

Labor relations process-1 Union organizing Union solicitation Pre-election or preauthorization conduct Certification election or authorization

Labor relations process-2 Collective bargaining Bargaining behavior Bargaining power Distributive bargaining Integrative bargaining Bargaining topics Impasses in bargaining

Labor relations process-3 Contract administration Grievance procedures Employee complaint, and union stewards and supervisors involved Department or plant managers and union officials involved Corporate managers and local or national union representatives involved Arbitration

Union impact-staffing Unionized Job opportunities for seniority Layoff on seniority Work rules less flexible Non-unionized Job opportunities for merit Layoff on seniority and merit Work rules more flexible

Union impact-employee development Unionized Performance evaluations rarely used Longer employment Non-unionized Performance evaluations widely used Shorter employment

Union impact-compensation Unionized Higher wages Pay raises on inflation and market Group incentives More valuable benefits and retirement More awareness of legal rights Non-unionized Lower wages Pay raises on merit Individual incentives More costly benefits and retirement Less awareness of legal rights

Union impact-employee relations Unionized More empowered employees Grievance procedures and union representatives Non-unionized Less empowered employees Open-door programs, and legal courts and counsels