Module 5 Employee and Labor Relations
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Transcript of Module 5 Employee and Labor Relations
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Module 5: Employee andLabor Relations
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Why People Join Unions
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National Labor Relations Act(Waner Act!
• Key act that applies to all workers, not just union
workers.
• Allows workers to:
– Organize themselves.
– Form, join, or assist labor organizations.
– Bargain collectively.
– Engage in concerted activity for the purpose of mutual
aid and protection.
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"ommon#La$ "ontract %ssues
• Contract definition:
– Agreement between two or
more persons to do or not do
something in exchange for
something of value.
• Contract law provides
remedies if the contract is
breached.
• Contracts can be written ororal.
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Areements En&orced by La$
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Positi'e "haracteristics o&Union# ree )rani*ations
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eedbac+ and "ommunicationin Union#ree )rani*ations
• Attitude (climate)
surveys
• HR/labor relations
reviews
• Skip-level interviews
• Open-door meetings
• Departmentmeetings
• Employee committees
• Electronic
communications
• Problem-solving
procedures
• Counseling
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,otal Re$ards in a Union#ree En'ironment
• Provide information
on:
– Compensation and
salary data. – Market comparisons.
– Salary grades.
– How raises are
awarded. – Cost of health care.
• Develop:
– Performance appraisal
systems.
– Rewards andrecognition programs.
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Labor-Manaement"ooperati'e .trateies
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Employee %n'ol'ement (E%!
• Links the shared interests of the employee and the
company for mutual benefit.
• Gives employees the freedom and responsibility to
make job-related decisions.• Also known as participative management or
empowerment.
•HR communicates company goals, develops andmaintains EI programs, and helps build trust in
employees.
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E% .trateies:Job /esin
• Efficiency
– Division of labor
– Standardization
– Specialization
• Employee satisfaction
– Skill variety
– Task identity
– Task significance
– Autonomy
– Feedback
– Job enlargement, rotation,
and enrichment
Aims at balance between:
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E% .trateies:Alternate Wor+ .chedules
Tele-
commuting
Phased
retirement
Job
sharing
Regular
part-time
Compressed
workweeks
Flextime
Schedules
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E% .trateies:Wor+place ,eams
Work teams
Task
forces
Self-directed
teams
Projectteams
Committees
Teams
Teams are accountable
for specific objectives
and performance goals.
Teams and job design
combine to increase
productivity and job
satisfaction.
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Employee .ur'eys
Attitude SurveysMeasure job
satisfaction
Opinion SurveysMeasure data on
specific issues
Value of surveys is in measuring improvements over
regular time periods.
Employees should be guaranteed anonymity and
given feedback on results.
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Employee ocus 0roups
• Small group participating
in a structured discussion
with a facilitator.
• Provide qualitative data on
specific issues.
• Can be used in conjunction
with or independent of a
survey.
• Provide in-depth feedback
on specific issues.
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Policies1 Procedures1and Wor+ Rules
Policy Broad statement that reflects philosophy,
objectives, or standards; general in
nature.
Procedure Detailed, step-by-step descriptions;
specify what, when, where, and who.
Work rule Reflects management decisions regarding
specific actions to be taken or avoided in
a given situation.
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0uidelines &or Employee2andboo+s
• Keep it simple and current.
• Distinguish between company-wide policies and
job specifics.
• Accommodate multilingual requirements.
• Obtain evidence of receipt.
• Create an appealing, well-written book.
Improperly drafted handbooks can create an
employment-at-will exception.
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3eha'ior %ssues
• Absenteeism: – Time lost when employees do not come to work as
scheduled
• Tardiness: – Time lost when employees report to work late
When taking disciplinary action for excessive
absenteeism or tardiness, do not count absences
protected by FM!, "#$%%!, or state law.
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Pre'enti'e Measures to A'oid/isciplinary Action
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.e4uence o& /isciplinary Action
5.Discharge
4. Final
written warning
3. First written warning
2. Oral warning
1. Problem solving and open dialogue
Document all steps—
even the oral steps.
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A/R )ptions
• Open-door policy (preventive)
• Ombudsperson (increases management
access but not empowered to settle)
• Peer review (may recommend changes to
company policy; often limited to
suspensions and discharges)
• Mediation (nonbinding)
• Arbitration (binding or nonbinding)
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)ther Union ULPs
• Forcing unlawful
discrimination by
the employer
•Excessive ordiscriminatory
membership fees
• Refusal to bargain
• Featherbedding
! union cannot force an employer
to commit an act in violation of
contract provisions.
Fees must be appropriately based
on industry wages and practices.
&he union must bargain in good
faith.
&he union cannot re'uire more
workers than necessary.
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"ollecti'e 3arainin Process
.P2R only
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"ontract Neotiations
• Win-lose negotiation
– Positional
– Distributive
• Win-win negotiation
– Principled
– Integrative
– Interest-based
(ood-faith bargaining re'uires that both parties
enter into discussion with fair and open minds anda desire to reach an agreement.
.P2R only
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ormal 0rie'ance Procedure
.P2R only
4.Third
party
3.
Higher-level
management
2.
Intermediate supervisor
1.
Immediate supervisor
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Arbitration
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,he Arbitration Process
#ummation
)resentationof evidence
!ward
*pening
statements
&he arbitrator presents the decision in
written format and signs it.
+oth parties identify issues, state what is to
be proved, and specify relief sought.
)arties present evidence and essentialdocuments to prove their cases.
+oth sides have e'ual time for closing
arguments.
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Arbitration
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Loc+outs and .tri+es
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.tri+e "ateories
Sympathy
JurisdictionalWildcat
(unprotected)
ULP
Economic
Strikes
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THANK YOU
© SHRM 5-32
