1. © 2005 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. 4.Describe how to plan an effective training program. 5.Compare widely used training methods. 6.Summarize how to implement a successful training program. 7.Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. What Do I Need to Know? 10 Collective Bargaining and Labour Relations C H A P T E R

2. © 2005 McGraw-Hill Ryerson Ltd. Unionization Issues at Wal-Mart Wal-Mart recently dealt a decisive blow to unions when it announced the closure of the first Wal-Mart store to successfully certify in North America in almost a decade. Several applications for union certification at Wal-Mart stores in Canada are pending or under appeal. 2 of 19

3. © 2005 McGraw-Hill Ryerson Ltd. Role of Unions & Labour Relations 3 of 19 Unions are organizations formed for the purpose of representing their members’ interests in dealing with employers Labour relations is the field that emphasizes skills managers and union leaders can use to minimize costly forms of conflict and seek win-win solutions to disagreements

4. © 2005 McGraw-Hill Ryerson Ltd. Types of Unions 7 of 217 of 164 of 19 National/International Unions Associations that seek to advance the shared interests of members e.g. CLC, AFL- CIO Local Unions Basic unit where most day- to-day interaction between labour and management occurs Craft Unions Members all have a particular skill or occupation e.g. electricians Industrial Unions Members are linked by their work in a particular industry

5. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Largest Unions in Canada 5 of 19

6. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Union Membership 6 of 19

7. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Union Density by Province 7 of 19

8. © 2005 McGraw-Hill Ryerson Ltd. Impact on Company Performance 8 of 21 Decrease productivity? Due to work rules and limits on workloads set by union contracts Production lost to union actions e.g. strikes Increase productivity? Reduce turnover Seniority-based pay systems encourage cooperation Forces employer to improve management practices 8 of 19

9. © 2005 McGraw-Hill Ryerson Ltd. Goals of Each Group 7 of 217 of 169 of 19 Society Labour Unions Management Continue to emphasize restraining costs and improving output Flexibility Obtaining pay and working conditions that satisfy members Give members a voice in decisions Ensuring neutral rules to provide balance of power between unions and employers

10. © 2005 McGraw-Hill Ryerson Ltd. Main Features of Labour Legislation 7 of 217 of 1610 of 19 LabourLegislation Unfair labour practices Accept the union LRBs Strikes & lockouts Bargain in good faith Deduct union dues Length of agreement Methods to certify

11. © 2005 McGraw-Hill Ryerson Ltd. Unfair Labour Practices 7 of 217 of 1611 of 19 ManagementUnions Interfering in the formation of a union or contributing financially Discriminating based on union membership or because employee exercises rights Intimidating or coercing an employee to join/not join Trying to bargain when the union is not the certified agent Persuading employees during working hours, or at the workplace Illegal strikes Failing to represent employees fairly

12. © 2005 McGraw-Hill Ryerson Ltd. 7 of 217 of 1611 of 20 Union Organizing 8 of 2112 of 19 Union reps contactemployees contactemployeesEmployerrecognitionEmployerrecognitionEmployeessignapplications Union applies to LRB for certification

13. © 2005 McGraw-Hill Ryerson Ltd. Collective Bargaining 8 of 21 Collective bargaining is the negotiation between union representatives and management to arrive at an agreement defining conditions of employment Distributive bargaining Integrative (mutual gains) Attitudinal structuring Intraorganizational bargaining 13 of 19

14. © 2005 McGraw-Hill Ryerson Ltd. Typical Provisions of Collective Agreements 13 of 2114 of 19 Rights of parties -Recognition of union security -Management rights to test -Employee rights/security Organization of work -Technological change - Distribution of work Labour relations Education, training and development Conditions of work - Work schedule - Overtime - Job security & termination - Pay - Leaves & vacation - Benefits - Provisions relating to part-time

15. © 2005 McGraw-Hill Ryerson Ltd. Strikes and Lockouts 15 of 21 Strike A collective decision by union members not to work or to slow down until certain demands or conditions are met Lockout A closure of a place of employment or refusal of the employer to provide work as a way to compel employees to agree to certain demands or conditions 15 of 19

16. © 2005 McGraw-Hill Ryerson Ltd. Number of Strikes & Lockouts 9 of 2116 of 19

17. © 2005 McGraw-Hill Ryerson Ltd. Resolving Conflicts 11 of 2117 of 19 Arbitration Conciliation Mediation Least formal Facilitate the negotiation No formal authority for resolution Report views of both sides May recommend settlement but parties may decline Determines a binding settlement

18. © 2005 McGraw-Hill Ryerson Ltd. Employee-Initiated Grievance 13 of 2118 of 19

19. © 2005 McGraw-Hill Ryerson Ltd. Labour-Management Cooperation 8 of 21 Employee involvement in decision- making Teams Joint Labour-Management Committees Effective day-to-day relationship 19 of 19