1. Dealing with Union and Employee- Management Issues
CHAPTER 12
Dealing with Union and Employee- Management Issues
McGraw-Hill/Irwin
Copyright © 2015 by the McGraw-Hill Companies, Inc. All rights reserved.

2. LEARNING OBJECTIVES
Trace the history of organized labor in the United States
Discuss the major legislation affecting labor unions
Outline the objectives of labor unions
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3. LEARNING OBJECTIVES
Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future
Assess some of today’s controversial employee– management issues, such as executive compensation, pay equity, child care and elder care, drug testing, and violence in the workplace
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4. DEMAURICE SMITH NFL Players Association
Earned his law degree in and gained a reputation as a dedicated trial lawyer.
He was elected director of the NFL Players Association in 2009.
Shortly after starting the job he was thrown right into the middle of the recent NFL lockout.
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5. NAME that COMPANY
The late management consultant Peter Drucker suggested that CEOs should not earn more than 20 times the salary of the company’s lowest-paid employee. Most firms ignore his suggestion but at our company, executive pay is capped at 19 times the average employee’s salary. Still, we are one of the fastest growing companies in the United States.
Name that company!
Company: Whole Foods
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6. ORGANIZED LABOR
LO 12-1
Unions -- Employee organizations whose main goal is to represent members in employee-management negotiations of job-related issues.
Labor unions were responsible for:
Minimum wage laws
Overtime rules
Workers’ compensation
Severance pay
Child-labor laws
Job-safety regulations
See Learning Objective 1: Trace the history of organized labor in the United States.
Many of the benefits that workers’ enjoy today are due to the battles unions have fought over the past 100 years. Students are often surprised that a little over 100 years ago the average work week was between 60 to 80 hours. The 40 hour work week is a direct result of unions.
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7. PUBLIC SECTOR LABOR UNIONS
LO 12-1
Public sector union members work for governments as teachers, firefighters, police officers, etc.
Many states face serious debt problems and want to cut labor costs. But states with public sector unions have limited ability to cut those costs.
The Governor of Wisconsin challenged public sector labor unions by eliminating union bargaining rights for state and public employees.
See Learning Objective 1: Trace the history of organized labor in the United States.
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8. GOALS of ORGANIZED LABOR
LO 12-1
To work with fair and competent management.
To be treated with human dignity.
To receive a reasonable share of wealth in the work it generates.
See Learning Objective 1: Trace the history of organized labor in the United States.
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9. HISTORY of ORGANIZED LABOR
LO 12-1
Craft Union -- An organization of skilled specialists in a particular craft or trade.
As early as 1792, shoemakers in a Philadelphia craft union met to discuss fundamental work issues.
See Learning Objective 1: Trace the history of organized labor in the United States.
Work weeks were 60+ hours, wages were low and child labor was rampant.
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10. The FACTORY BLAZE that FIRED UP a MOVEMENT
On March 25, 1911, 146 women were killed in a fire at the Triangle Shirtwaist Company in New York City.
The women were trapped by a door that was kept locked to prevent theft.
Today labor leaders say that the Triangle fire is proof of why labor unions are crucial to maintaining workplace balance in the U.S.
See Learning Objective 1: Trace the history of organized labor in the United States.
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11. EMERGENCE of LABOR ORGANIZATIONS
LO 12-1
Knights of Labor -- First national labor union (formed in 1869).
Knights attracted 700,000 members, but fell from prominence after a riot in Chicago.
American Federation of Labor (AFL) -- An organization of craft unions that championed fundamental labor issues (formed in 1886).
See Learning Objective 1: Trace the history of organized labor in the United States.
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12. INDUSTRIAL UNIONS
LO 12-1
Industrial Unions -- Labor unions of unskilled or semiskilled workers in mass production industries.
Congress of Industrial Organizations (CIO) -- Union organization of unskilled workers; broke away from the AFL in 1935 and rejoined in 1955.
The AFL-CIO today has affiliations with 56 unions and has about 12.5 million members.
See Learning Objective 1: Trace the history of organized labor in the United States.
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13. PUBLIC UNIONS
LO 12-1
For the first time in U.S. history, 7.2 million of the union members work in government.
Taxpayers, not stockholders, are paying the cost of union workers wages and benefits.
The huge state and local government revenue losses caused by the economic crisis put pressure to reduce wage and benefit costs.
See Learning Objective 1: Trace the history of organized labor in the United States.
Today, at least seventeen states are trying to restrict union rights and cut labor costs.
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14. EFFECTS of LAWS on LABOR UNIONS
LO 12-2
Labor unions’ growth and influence has been very dependent on public opinion and law.
The Norris-LaGuardia Act helped unions by prohibiting the use of Yellow-Dog Contracts -- A type of contract that required employees to agree to NOT join a union.
Collective Bargaining -- The process whereby union and management representatives form an agreement, or contract, for employees.
See Learning Objective 2: Discuss the major legislation affecting labor unions.
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15. COLLECTIVE BARGAINING and the PUBLIC SECTOR
LO 12-2
Collective bargaining among public union workers has become a key issue today.
One of the issues is the fact that public employees are paid by the taxpayers.
When it is perceived that public employees are winning more or better health care, more or better hours of work, and so on, some have questioned whether or not such negotiations should be allowed to continue.
See Learning Objective 2: Discuss the major legislation affecting labor unions.
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16. FORMING a UNION in the WORKPLACE
LO 12-2
The National Labor Relations Board (NLRB) was created to oversee labor-management issues and provide guidelines for unionization.
Certification -- The formal process by which a union is recognized by the NLRB as the bargaining agent for a group of employees.
Decertification -- The process whereby employees take away a union’s right to represent them.
See Learning Objective 2: Discuss the major legislation affecting labor unions.
The National Labor Relations Act (often referred to as the Wagner Act) created the NLRB.
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17. WHY JOIN a UNION? Pro-union attitudes
LO 12-2
Pro-union attitudes
Poor management/employee relations
Negative organizational climate
Poor work conditions
Union’s reputation
Job security
See Learning Objective 2: Discuss the major legislation affecting labor unions.
Why Join a Union?
This slide lists some of the key reasons why a person might consider joining a union.
The power of unions has waned as the economy has shifted from an industrial economy into a service based economy.
Ask students: Are unions necessary in today’s modern working environment?
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18. LABOR/MANAGEMENT AGREEMENTS
LO 12-3
Negotiated Labor-Management Agreement (Labor Contract) -- Sets the terms under which labor and management will function over a period of time.
Union Security Clause -- Stipulates workers who reap union benefits must either join the union or pay dues to the union.
See Learning Objective 3: Outline the objectives of labor unions.
Unions attempt to address their most pressing concerns in the labor contract.
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19. UNION SECURITY AGREEMENTS
LO 12-3
Closed Shop Agreement -- Specified workers had to be members of a union before being hired for a job.
Union Shop Agreement -- Declares workers don’t have to be members of a union to be hired, but must agree to join the union within a specific time period.
Agency Shop Agreement -- Allows employers to hire nonunion workers who don’t have to join the union, but must pay fees.
See Learning Objective 3: Outline the objectives of labor unions.
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20. UNION SECURITY AGREEMENTS
LO 12-3
See Learning Objective 3: Outline the objectives of labor unions.
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21. RIGHT-to-WORK LAWS
LO 12-3
Right-to-Work Laws -- Legislation that gives workers the right, under an open shop, to join or not to join a union.
The Taft-Hartley Act of 1947 granted states the power to outlaw union shop agreements.
Open Shop Agreement -- Agreement in right-to- work states that gives workers the right to join or not join a union, if one exists in their workplace.
See Learning Objective 3: Outline the objectives of labor unions.
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22. RIGHT-to-WORK STATES LO 12-3
See Learning Objective 3: Outline the objectives of labor unions.
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23. RESOLVING DISAGREEMENTS
LO 12-3
Labor contracts outline labor and management’s rights, and serves as a guide to workplace relations.
Grievances -- A charge by employees that management isn’t abiding by the terms of the negotiated agreement.
Shop Stewards -- Union officials who work permanently in an organization and represent employee interests on a daily basis.
See Learning Objective 3: Outline the objectives of labor unions.
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24. USING MEDIATION and ARBITRATION
LO 12-3
Bargaining Zone -- The range of options between initial and final offers that each side will consider before negotiations dissolve or reach an impasse.
Mediation -- The use of a third party (mediator) to encourage both sides to keep negotiating to resolve key contract issues.
Arbitration -- An agreement to bring in a third party to render a binding agreement.
See Learning Objective 3: Outline the objectives of labor unions.
In 2011, the National Football League and National Football League Players Association asked for the assistance of a federal mediator in their attempt to forge a new contract between the players and the league.
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25. The GRIEVANCE RESOLUTION PROCESS
LO 12-3
See Learning Objective 3: Outline the objectives of labor unions.
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26. TACTICS USED in CONFLICTS
LO 12-4
Tactics used by labor unions include:
Strikes
Boycotts
Work Slowdowns
Pickets
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
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27. STRIKES and BOYCOTTS
LO 12-4
Strikes -- A strategy in which workers refuse to go to work.
Primary Boycott -- When a union encourages both its members and the general public not to buy the products of a firm in a labor dispute.
Secondary Boycott -- An attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott.
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
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28. TACTICS USED in CONFLICTS
LO 12-4
Tactics used by management include:
Lockouts
Injunctions
Strikebreakers
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
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29. LOCKOUTS, INJUNCTIONS and STRIKEBREAKERS
Lockout -- An attempt by management to put pressure on workers by closing the business, thus cutting off workers’ pay.
Injunction -- A court order directing someone to do something or refrain from doing something.
Strikebreakers -- Workers hired to do the work of striking workers until the labor dispute is resolved; called scabs by unions.
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
Employers have had the right to replace striking workers since a 1938 Supreme Court ruling, but this tactic was used infrequently until the 1980s.
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30. To CROSS or NOT to CROSS?
Shop-Til-You-Drop is seeking workers to fill the jobs of striking workers.
Many students at your college are employees and others are supporting the strike.
You need money and legally it is permissible for you to replace striking workers.
What will you do? What are the consequences?
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
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31. CHALLENGES FACING LABOR UNIONS
LO 12-4
The number of union workers is falling.
Many workers (like airline employees) have agreed to Givebacks -- Gains from labor negotiations are given back to management to help save jobs.
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
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32. LABOR UNIONS in the FUTURE
LO 12-4
Union membership will include more white-collar, female and foreign-born workers than in the past.
Unions will take on a greater role in training workers, redesigning jobs and assimilating the changing workforce.
Unions will seek more job security, profit sharing and increased wages.
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
Both public and private sector union members now face challenges as they try to maintain remaining wage and fringe benefit gains achieved in past negotiations.
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33. UNION MEMBERSHIP by STATE
LO 12-4
See Learning Objective 4: Describe the tactics used by labor and management during conflicts, and discuss the role of unions in the future.
Union Membership by State
The slide presents union membership by state in the U.S.
Washington, California, New York, Hawaii and Alaska lead the states with unionization rates greater than 17%.
Most of the Southern states (Arkansas, Louisiana, Tennessee, Mississippi, North Carolina, South Carolina, Virginia, and Georgia) have the lowest percentage of union workers with unionization rates less than 4.9%.
Today the largest union in the United States is the Service Employees International Union (SEIU) with 2.2 million members.
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34. TEST PREP
What are the major laws that affected union growth, and what does each one cover?
How do changes in the economy affect the objectives of unions?
What are the major tactics used by unions and by management to assert their power in contract negotiations?
What types of workers do unions need to organize in the future?
1. The major laws that affected union growth are:
- The Norris-LaGuardia Act prohibited employers from using contracts that forbid union activities and paved the way for union growth in the United States.
- The National Labor Relations Act or Wagner Act allowed collective bargaining and created the National Labor Relations Board.
- The Fair Labor Standards Act set a minimum wage and maximum basic hours for work.
- The Labor-Management Relations Act or Taft-Hartley Act amended the Wagner Act and permitted states to pass laws prohibiting compulsory union membership, set up methods to deal with strikes that impact national health and safety, closed-shop agreements and prohibited wage payments for work not performed (featherbedding). This law weakened union power in the U.S.
- The Labor-Management Report and Disclosure Act or Landrum-Griffin Act amended theTaft-Hartley Act and Wagner Act, guaranteed individual rights of union members in dealing with their union such as the right to nominate candidates for union office, vote in union elections, attend and participate in union meetings, vote on union business and examine union records and accounts. The goal of this legislation was to eliminate union corruption.
2. Unions and their objectives have frequently shifted with social and economic trends. In the 1970s, the primary objective was additional pay and benefits; while in the 1980s unions focused on job security. During the 1990s and 2000s, job security remained a key issue as unions tried to cope with global competition and outsourcing.
3. The major tactics used by unions include: strikes, boycotts, work slowdowns and pickets. Management tactics include: lockouts, injunctions and bringing in strikebreakers.
4. To remain relevant, unions must attract new members. This includes more professional, female and foreign born workers. Both the Teamsters Union and Service Employees International Union are targeting workers in health care, technology and finance.
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35. COMPENSATING EXECUTIVES
LO 12-5
CEO compensation used to be determined by a firm’s profitability or increase in stock price.
Now, executives receive stock options and restricted stock that’s awarded even if the company performs poorly.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Peter Drucker suggested CEO pay should be no more that 20x the lowest paid employee. The average is now 350x.
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36. COLLEGE ATHLETES: WHAT are THEY WORTH?
Regional economies in college towns reap huge revenues on sports weekends.
The players, however, cannot draw a salary.
Northwestern University’s football players won a ruling that gave them the right to unionize.
The university is appealing the ruling.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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37. PLAY BALL! Salaries in Professional Sports
Player
Payment for…
League
David Ortiz
$406,250 per home run
MLB
Matt Bonner
$28,571 per three-pointer
NBA
Sebastian Janikowski
$121,212 per field goal
NFL
George Parros
$32,407 per fight
NHL
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Play Ball!
Ask students: What do you expect to make when you graduate? What do these rates say about what society values? (Student answers will vary.)
Source: Bloomberg Businessweek, accessed November 2014.
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38. COMPENSATING EXECUTIVES in the FUTURE
LO 12-5
Boards of directors are being challenged concerning executive contracts.
Government and shareholders are putting pressure to overhaul executive compensation.
The passage of the Dodd- Frank Act was intended to give shareholders more say in compensation decisions.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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39. The QUESTION of PAY EQUITY
LO 12-5
Women earn 77% of what men earn.
This disparity varies by profession, experience and level of education.
Young women actually earn 8% percent more than male counterparts due to their higher graduation rates.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Today women earn almost 60 percent of the bachelor’s and master’s degrees awarded.
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40. Skill Effort Responsibility Working Conditions
EQUAL PAY for EQUAL WORK Equal Pay Act Factors that Justify Pay Differences
LO 12-5
Skill
Effort
Responsibility
Working Conditions
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Equal Pay for Equal Work
This slide presents the Equal Pay Act factors that justify pay differences: skill, effort, responsibility, and working conditions. The Equal Pay Act prohibits unequal pay to men and women who perform jobs that require substantially the same skills, efforts, responsibilities, etc.
Ask the students: Is it fair that different genders receive different pay? (Most will say “NO.”)
Yet, in the U.S., women earn only about 80% of what men earn. There are, however, significant disparities by profession, education level, etc.
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41. THE SALARY GENDER GAP Age Average Salary 15 to 24 Women - $23,357
LO 12-5
Age
Average Salary
15 to 24
Women - $23,357
Men - $26,100
25 to 44
Women - $41,558
Men - $55,286
45 to 64
Women - $44,808
Men - $67,040
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
This slide presents the inequity in earnings: what women of certain ages earn compared with the average salary earned by a male in the same age range.
Ask the students: What are some of the reasons behind this salary gender gap? (Answers will vary but could include issues like women working part-time to raise children or women leaving the workforce due to family issues.)
If time permits have students read Chapter 3 of Thomas Sowell’s awarding winning book, Economic Facts and Fallacies, which explores this issue in depth and will provide for a rich classroom discussion.
Source: U.S. Census Bureau, accessed November 2014.
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42. WHAT’S SEXUAL HARASSMENT?
LO 12-5
Sexual Harassment -- Unwelcomed sexual advances, requests for sexual favors or other verbal or physical conduct that creates a hostile work environment.
Sexual harassment laws cover men, women and foreign companies doing business in the U.S.
Violations can be extremely expensive for businesses.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Students should realize that sexual harassment covers all employees as well as vendors, suppliers and others who come in contact with company employees. Businesses need to take all allegations seriously and develop a protocol for investigating each claim.
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43. KINDS of SEXUAL HARASSMENT
LO 12-5
Quid pro quo sexual harassment involves threats like “Go out with me or you’re fired.” An employee’s job is based on submission.
Hostile work environment sexual harassment is conduct that interferes with a worker’s performance or creates an intimidating or offensive work environment.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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44. YOU MAKE the CALL…
LO 12-5
Two colleagues walk by you as one delivers the punch line to a very dirty joke. You feel the joke is inappropriate. Is this sexual harassment under the law?
An employee thinks she may have been sexually harassed when her boss complimented her blouse. She explains the circumstances to you and asks, “Wouldn’t you be upset?” What’s your response?
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
You Make the Call…
Ask the students: Have you felt uncomfortable in situations that can be described as sexual harassment? How about the male students in class?
Discuss the situations on the slide with students and then specifically discuss what constitutes sexual harassment.
3. For the conduct to be considered illegal under specific conditions:
The employee’s submission to such conduct is explicitly or implicitly made a term or condition of employment, or an employee’s submission to or rejection of such conduct is used as the basis for employment decisions affecting the worker’s status.
If the conduct unreasonably interferes with a worker’s job performance or creates an intimidating, hostile or offensive work environment.
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45. FACING CHILDCARE ISSUES
LO 12-5
The number of women in the workforce with children under three-years-old has increased.
Childcare related absences cost businesses billions of dollars each year.
Who should pay for the cost of childcare – this is a dividing issue among employees and businesses.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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46. BUSINESSES RESPONSE to CHILD CARE
LO 12-5
Benefits can include:
Discounts with childcare providers.
Vouchers that offer payment for childcare.
Referral services identify high-quality childcare facilities.
On-site childcare centers
Sick-child centers.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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47. INCREASING ELDER CARE CHALLENGES
LO 12-5
31% of U.S. households are providing some care to an elderly person.
Care giving obligations cause employees to miss about 15 million days of work per year.
Costs could rise up to $35 billion annually.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
As the population ages caring for one’s parents and other relatives will be a bigger employment related issue. Proactive companies will develop benefits to meet this challenge.
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48. ELDER CARE in the MODERN HOUSEHOLD
LO 12-5
More and more boomers are taking care of their parents while still working.
31% say that may delay their retirement.
The average cost of taking care of an aging parent is $5,534.
76% say they enjoy taking care of their parents.
54% say it made them closer.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Elder Care in the Modern Household
As boomers’ parents age, more and more have started bringing them into their homes.
25% of boomers expect to live with their parents again.
Ask students: Do you think this will delay more retirements? What does this mean for the young workforce?
Source: Money, accessed November 2014.
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49. DRUG USE in the WORKPLACE
LO 12-5
Alcohol is the most widely used drug - 6.5% of full time employees are considered heavy drinkers.
Over 8% of workers aged use illegal drugs and are more likely to be in workplace accidents.
Drug abuse costs the U.S. economy $414 billion in lost work, healthcare costs and crime.
Over 80% of major companies drug test workers.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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50. VIOLENCE in the WORKPLACE
LO 12-5
OSHA reports homicides account for 16% of workplace deaths.
Violence is the number one cause of death for women in the workplace.
Companies have taken action to deal with potential problems by using focus groups and other interactions.
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
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51. WARNING SIGNS of POSSIBLE WORKPLACE VIOLENCE
LO 12-5
Unprovoked outbursts of anger or rage
Threats or verbal abuse
Repeated suicidal comments
Paranoid behavior
Increased frequency of domestic problems
See Learning Objective 5: Assess some of today’s controversial employee-management issues, such as executive compensation, pay equity, childcare and elder care, drug testing, and violence in the workplace.
Warnings Signs of Possible Workplace Violence
Managers and workers must be on the lookout for possible signs of workplace violence.
Most companies do not have formal training or a formal policy to deal with workplace violence.
Ask students to discuss the following question: What actions can management take to prevent workplace violence? (Firms that maintain positive employee relations tend to experience fewer problems. The key to prevention of workplace violence is being proactive.)
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52. TEST PREP
How does top-executive pay in the U.S. compare with top-executive pay in other countries?
What is the difference between pay equity and equal pay for equal work?
How is the term sexual harassment defined and when does sexual behavior become illegal?
What are some of the issues related to childcare and elder care and how are companies addressing those issues?
Executive pay in the U.S. is significantly higher than in other countries. For example, the typical European CEO earns only about 40 percent of what their U.S. counterpart makes.
Equal pay for equal work refers to giving equal pay to men and women who do the same job. This concept was codified in the 1963 Equal Pay Act. Pay equity goes beyond this concept and says people in jobs that require similar levels of education, training, or skills should receive equal pay. For example, the pay of an occupation traditionally considered a women’s job, such as a bank teller, should pay the same as a truck driver typically considered a man’s job.
Sexual harassment refers to any unwelcome sexual advance, requests for sexual favors, and other verbal or physical conduct of a sexual nature that creates a hostile work environment. This behavior is considered illegal if the conduct unreasonably interferes with a workers’ job performance or creates an intimidating, hostile, or offensive work environment. It is also considered illegal if the sexual harassment constitutes a quid pro quo.
Issues of childcare or elder care are of concern to employers, since these issues account for reduced productivity, absenteeism and high turnover. Another issue to consider is who pays for the care of a child or an aging parent. Companies are addressing these issues by arranging discounts at national child care chains, subsidizing payment for childcare, developing referral services to identify high quality providers of care, creating on-site child care centers or sick-child centers, offering health-spending accounts allowing workers to set aside pretax dollars for elder-care expenses and offering flexible work schedules.
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