Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-1 Managing Human Resources Managing Human Resources Bohlander  Snell  Sherman Chapter 14 The Dynamics of Labor Relations Chapter 14 The Dynamics of Labor Relations

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-2 Learning Objectives  Identify and explain the principal federal laws that provide the framework for labor relations.  Cite the reasons employees join unions.  Describe the process by which unions organize employees and gain recognition as their bargaining agent.  Describe the overall structure of the labor movement and the functions labor unions perform at the national and local levels.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-3 Learning Objectives, cont.  Describe the differences between private-sector and public-sector labor relations.  Discuss some of the contemporary challenges to labor organizations.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-4 Key Federal Labor Laws Taft-Hartley Act Norris-LaGuardia Act Wagner Act Railway Labor Act Landrum-Griffin Act

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-5 Presentation Slide 14-1 Major Labor Laws and Their Purposes

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-6 Unfair Labor Practices (ULPs) Specific employer and union illegal practices that operate to deny employees their rights and benefits under federal labor law

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-7 Presentation Slide 14-2A Management Unfair Labor Practices under the NLRA n 8(a)(1) Prohibits employers from interfering with employees in the exercise of their rights to form, join, or assist in a labor organization. n 8(a)(2) Prohibits employers from dominating, interfering with, or financially supporting any labor organization. n 8(a)(3) Prohibits employers from discriminating in regard to hiring or tenure of employment against employees seeking to join or not join a labor organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-8 Presentation Slide 14-2B Management Unfair Labor Practices Under the NLRA, cont. n 8(a)(4) Prohibits employers from discharging or discriminating against employees testifying or filing charges under the Act. n 8(a)(5) Prohibits employers from refusing to bargain collectively with employee representatives.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 14-9 Presentation Slide 14-3 NLRB Procedures to Resolve Unfair Labor Practices  Aggrieved person or organization files a charge with the NLRB.  A copy of the charge will be served upon the employer or union. The NLRB will investigate to determine the accuracy of the complaint.  Upon compete review of the evidence, the charge will either be dismissed or the employers or union will be asked to remedy the violation.  If the charged party refuses to voluntarily remedy the matter, the NLRB will prosecute the wrongdoer before an administrative law judge (ALJ). If found innocent, the charge is dismissed.  If the employers or union is found guilty and should it wish to appeal the ALJ’s decision, the case will be heard by the five-person Board of the NLRB in Washington, DC Ï If the Board upholds the ALJ’s decision, the employer or union may appeal the outcome in Federal Court. 14-3

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Labor Relations Process Logical sequence of four events: (1) workers desire collective representation, (2) union begins its organizing campaign, (3) collective negotiations lead to a contract, and (4) the contract is administered

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning The Labor Relations Process (1) Workers Seek Collective Representation (2) Union Begins Organizing Process (3) Collective Negotiations Get Contract (4) Contract Is Administered Management and Its Representatives Labor and Its Representatives Laws and Regulations

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Union Shop Provision of the labor agreement that requires employees to join the union as a requirement for their employment

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Why Employees Unionize Economic Needs Dissatisfaction with Management Social/Status Concerns Union Shop

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning The Process of Forming a Union Union/Employee Contact Initial Organizational Meeting Formation of In-House Committee Election Petition and Voting Preparation Contract Negotiations Steps in the Organizing Process Steps in the Organizing Process

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Presentation Slide 14-4 Nontraditional Organizing Tactics Political Involvement Salting Organizer Training Corporate Campaigns Contract Clauses

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Authorization Card A statement signed by an employee authorizing a union to act as a representative of the employee for purposes of collective bargaining

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Bargaining Unit Group of two or more employees who share common employment interests and conditions, and may reasonably be grouped together for purposes of collective bargaining

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Consent Election NLRB election option wherein the petition to hold a representation election is not contested by either the employer or the union

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Stipulation Election NLRB election option wherein the parties seek settlement of representation questions such as the NLRB’s jurisdiction or the appropriate employees to be included in the bargaining unit

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Management Prerogatives Decisions regarding organizational operations over which management claims exclusive rights

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Craft Unions Unions that represent skilled craft workers

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Industrial Unions Unions that represent all workers—skilled, semiskilled, unskilled—employed along industry lines

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Employee Associations Labor organizations that represent various groups of professional and white-collar employees in labor-management relations

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Union Structure and Functions Role of the Union Steward Industrial Unions Employee Associations Craft Unions Business Representative Key Concepts, Roles, and Functions of Unions Key Concepts, Roles, and Functions of Unions

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Presentation Slide 14-5 Union Structure and Governance u Craft Unions u Industrial Unions u Employee Associations u AFL-CIO u Union Steward u Business Representative

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Presentations Slide 14-6 Structure of the AFL-CIO GENERAL BOARD Executive members and principal officer of each international union affiliate Meets upon call of federation president of executive council Standing committees Staff Departments Affiliated national and international unions Local unions of national and international unions Local unions affiliated directly with AFL-CIO Affiliated state bodies Local bodies 14-6

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Presentation Slide 14-7 Typical Organization of a Local Union Local Union Meeting (Normally Monthly) President Business Representative Various Committee Chairpersons Vice-Presidents Secretary/Treasurer Sergeant at Arms Training and Education Grievance Committee: Chief Steward and Shop Stewards Collective Bargaining Social Local Union Members

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Union Steward Employee who as a nonpaid union official represents the interests of members in their relations with management

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Business Representative Normally a paid labor official responsible for negotiating and administering the labor agreement and working to resolve union members’ problems

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Business Unionism Term applied to the goals of U.S. labor organizations, which collectively bargain for improvements in wages, hours, job security, and working conditions

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Labor Relations in the Public Sector Civil Service Reform Act of 1978 Executive OrdersState Legislation Compulsory Binding Arbitration Final-Offer Arbitration Key Issues

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Compulsory Binding Arbitration Binding method of resolving collective bargaining deadlocks by a neutral third party

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Final-Offer Arbitration Method of resolving collective bargaining deadlocks whereby the arbitrator has no power to compromise but must select one or another of the final offers submitted by the two parties

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Challenges Confronting Labor Organizations Today w Foreign competition/technological changes w Labor’s unfavorable public image w Decline in union membership w Energized organizing w Proactive employers