1. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Dealing with Organized Labor [whether unionized or not! ] Chapter 15 15-1

2. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall History of Unions U.S. Labor Unions: 15-2  Legally unprotected until 1935 [strikes and related activities considered illegal restraint of trade under antitrust laws]  Unions widely supported in 1930s [world- wide labor movement—historical context]  Not supported as much today due to offshoring in certain industries, economics  Employers prefer a nonunion workforce [compare/contrast employment at will]

3. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Legal Environment 3 Most Important Laws 1) Wagner Act (1935) 2) Taft-Hartley Act (1947) 3) Landrum-Griffin Act (1959) [Others—e.g., RLA] 15-3

4. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 1) The Wagner Act [Original NLRA] Sets up National Labor Relations Board (NLRB) Independent federal agency Certifies elections Investigates unfair labor practice charges [see text, p. 467, for specific provisions] Can issue cease & desist order if employer: Interferes w/ union formation/administration Discriminates against union members [cf. “salting”] Refuses to bargain with the union 15-4

5. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2) Taft-Hartley and 3) Landrum-Griffin Acts ∎ Taft-Hartley Act [text at p. 468] ∎ Protects mgmt. & workers from union coercion ∎ Prohibits discrimination re: non-union status ∎ Illegal for union not to bargain in good faith ∎ Allows individual states to bar shop clauses & establish “right to work” states [see web link] 15-5 ∎ The Landrum-Griffin Act [text at p. 469] ∎ Protects union members from union leaders ∎ Requires unions bill of rights and constitution ∎ Regulates union elections and finances

6. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Labor Relations in the U.S. Adversarial Labor-Management Relations Shrinking Union Membership [private sector] 15-6

7. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Labor Relations in Other Countries 15-7  France—more politically involved  China—low political and economic involvement  Sweden—high both politically and economically  Germany:  Works Councils—joint committees  Codetermination—union on board of directors  Japan:  Enterprise Unions—all workers in company  System fostered by “lifetime” employment [on the decline due to economic realities]

8. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Labor Relations Strategy Two Basic Strategies  Union Acceptance  Union Avoidance  Union Substitution  Union Suppression 15-8

9. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Labor Relations Process Union Organizing Union solicitation Pre-election conduct Certification election Employee Free Choice Act [passage seems unlikely; political hot potato much like TEAM Act--see Case 15.3; more discussion later] 15-9

10. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Collective Bargaining  Bargaining Behavior  Must negotiate in “good faith”  Both sides develop and present proposals, continue to impasse 15-10  Bargaining Types  Distributive  Integrative  Shirtless [Putin only ]

11. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Guidelines for Integrative Bargaining Try to understand others’ needs/goals Create a free flow of information Emphasize commonalities Minimize differences Search for solutions that meet all parties’ goals and objectives Develop flexible responses to proposals Avoid entrenched “positions” vs. interests Seek to enlarge the “pie” vs. bigger share 15-11

12. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Bargaining Topics  Mandatory  Wages, hours, and conditions of employment 15-12  Permissive  Both parties must agree to add to agenda  E.g. board service, retiree benefits  Shop clauses, no subcontracting rules  Illegal  Featherbedding  Discriminatory practices, etc.

13. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Impact of Unions on HRM 15-13  Staffing – seniority based [vs. merit]  Compensation  Higher in union shops [cf. “2-tier” systems]  Benefits generally better in union shops  Prefer across the board raises (e.g., COLAs)  Employee Relations [compare “at-will”]  Union gives employees a voice; disputes can be resolved short of termination  Job design—Team structures involved with management may be limited [Case 15.3]