hrm collective bargaining

7/31/2019 HRM Collective Bargaining

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Copyright 2011 Pearson Education, Inc.publishing as Prentice Hall

PowerPoint Presentation by Charlie CookThe University of West Alabama

Chapter 15

Labor Relations andCollective Bargaining

Part Five | Employee Relations


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Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 15 2

WHERE WE ARE NOW


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The Collective Bargaining Process What Is Collective Bargaining?

Both management and labor are required by lawto negotiate wages, hours, and terms andconditions of employment in good faith.

What Is Good Faith Bargaining?Both parties communicate and negotiate.

They match proposals with counterproposalsin a reasonable effort to arrive at an agreement.

Neither party can compel the other to agree to

a proposal or to make any specific concessions.


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Violations of Good Faith Bargaining 1. Surface bargaining

2. Inadequate concessions

3. Inadequate proposals and demands

4. Delaying tactics

5. Imposing conditions6. Making unilateral changes in conditions

7. Bypassing the representative

8. Committing unfair labor practices during negotiations

9. Withholding information

10. Ignoring bargaining items


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Preparing for Negotiations Sources of Negotiating Information

Local and industry pay and benefits comparisons

Distribution of demographics of the workforce

Benefit costs, overall earnings levels, and the amount andcost of overtime

Cost of the current labor contract and the increased cost total,per employee, and per hour of the unions demands

Grievances and feedback from supervisors

Attitude surveys of employees

Informal conferences with local union leaders


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Bargaining Stages1. Presentation of initial demands

Both parties are usually quite far apart on some issues.

2. Reduction of demandsEach side trades off some of its demands to gain others.

3. Subcommittee studiesThe parties form joint subcommittees to try to work outreasonable alternatives.

4. An informal settlementEach group goes back to its sponsor.

Union members vote to ratify the agreement.5. Signing the formal agreement


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Bargaining Hints1. Be sure to set clear objectives for every bargaining

item, and be sure you understand the reason for each.2. Do not hurry.

3. Be well prepared with data supporting your position.

4. Strive to keep some flexibility in your position.5. Dont concern yourself just with what the other party

says and does; find out why.

6. Respect importance of face saving for the other party.

7. Be alert to the real intentions of the other party notonly for goals, but also for priorities.


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Bargaining Hints (contd) 9. Be a good listener.

10. Build a reputation for being fair but firm.

11. Learn to control your emotions and use themas a tool.

12. As you make each bargaining move, be sure youknow its relationship to all other moves.

13. Measure each move against your objectives.

14. Remember that collective bargaining is a compromiseprocess. There is no such thing as having all the pie.

15. Try to understand the people and their personalities.


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Resolution of an Impasse

Mediation Arbitration

Third Party Involvement

Fact finding


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Third-Party Involvement Mediation

A neutral third party (mediator) tries to assistthe principals in reaching an agreement byholding meetings with each party to findcommon ground for further bargaining.

The mediator is a go-between and has noauthority to dictate terms or make concessions.

The mediator communicates assessmentsof the likelihood of a strike, the possiblesettlement packages available, and the like.


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Third- Party Involvement (contd) Fact Finder

A neutral party who studies the issues in adispute and makes a public recommendationfor a reasonable settlement.

Arbitration

An arbitrator often has the power to determineand dictate the settlement terms.Binding arbitration can guarantee a solutionto an impasse.

Interest arbitration for labor agreements

Rights arbitration defines the terms ofexisting contracts


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Resolving an Impasse: Union Strikes

Economic strike

Unfair labor practice strike

Wildcat strike

Sympathy strike

Types of Strikes


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Pressure Tactic Alternatives Unions

PicketingCorporate campaignBoycottInside games

Injunctions Employers

Replacement workersLockoutsInjunctions


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Grievances Grievance

Any factor involving wages,hours, or conditions ofemployment that is usedas a complaint against theemployer

Sources of Grievances

DisciplineSeniority

Job evaluations

Work assignments

Overtime

Vacations

Incentive plans

Holiday pay

Problem employees

AbsenteeismInsubordination

Plant rules


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Grievance Procedure Grievant and shop steward meet with supervisor.

If not resolved, employee files formal grievance

Grievant and shop steward meet with supervisors boss.

If grievance is not resolved, meeting with higher-level managers.

If not resolved, matter goes to arbitration.


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Handling Grievances: Do1. Investigate and handle each case as though it may eventually

result in arbitration.2. Talk with the employee about his or her grievance; give the

person a full hearing.3. Require the union to identify specific contractual provisions

allegedly violated.

4. Comply with the contractual time limits for handling the grievance.5. Visit the work area of the grievance.6. Determine whether there were any witnesses.7. Examine the grievants personnel record.

8. Fully examine prior grievance records.9. Treat the union representative as your equal.10. Hold your grievance discussions privately.11. Fully inform your own supervisor of grievance matters.


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