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Industrial Relations

Industrial Relations. Human Resource Management Session 11. Human Resource Management. Discuss avenues to maintain strong employment relationships. Explain the importance of the person-job-organization match and how it can be established.

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Industrial Relations

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  1. Industrial Relations Human Resource Management Session 11

  2. Human Resource Management Discuss avenues to maintain strong employment relationships Explain the importance of the person-job-organization match and how it can be established Interpret & analyze how HRM policies & practices support the entire organization Identify & explain HR policies & practices that motivate workers Labor relations

  3. Ideals Underlying Unions • Greater return for producers • Reduce social inequality

  4. US Collective Bargaining • Exclusive representation • Negotiation versus interpretation • Decentralized • Union dues • Union staffs • Opposition • Role of government

  5. What Do Unions Do? • Organize • Negotiate • Administer

  6. Membership in Unions • Falling • Industries • Technology • Foreign competition • Deregulation • Philosophy • Diversity of workforce • Geographic shift

  7. Why Join Unions? • Dissatisfied • Cannot make changes • Union will be able to

  8. Labor Law • Railway Labor Act (1926) • Norris-LaGuardia Act (1932) • All private sector entities • Injunctions

  9. Labor Law • Wagner Act (1936) • Right to engage, organize, bargain • “Unfair labor practices” • Required collective bargaining • NLRB

  10. Labor Law • Taft-Hartley Act (1947) • Balanced powers • ULP expanded • Union represents all employees • FMCS • “Right-to-work" laws

  11. Labor Law • Landrum-Griffin Act • “Bill of rights” • Equal voting rights • Freedom of speech • Dues increases • Sue unions • No financial dealings

  12. Labor Law • Civil Service Reform Act (1961) • Federal government • Strikes • Federal Labor Relations Authority (FLRA) • PATCO • Return to work ordered • “Permanent replacements”

  13. Organizing Campaigns • Employees or unions • Soliciting others to join • Authorization cards • Appropriate bargaining unit

  14. Campaigning • Employer campaign against union • Using company time • “TIPS” TIPS

  15. Two Approaches to Bargaining • Distributive bargaining • Goals irreconcilable • Limited amount of resources • Both parties want to win • Win-lose • Integrative bargaining • Goals not mutually exclusive • Gain at other’s expense • Possible to achieve both objectives • Win-win

  16. Strikes • Lawful labor dispute • Not in violation of agreement • Strikers not discharged • Strikers may be replaced • Strikers engaged in unlawful activities not rehired

  17. Types of Strikes • Unfair labor practice • Economic • Unprotected • Sympathy

  18. Formal Grievance Procedure Step 2: Meeting ------------------------- Grievant Departmental union steward Chief union steward Immediate supervisor Higher-level supervisor Step 3: Meeting --------------------------- Grievant Departmental union steward Chief union steward Union president Immediate supervisor Higher-level supervisor Industrial relations representative Plant manager Step 1: Meeting ---------------------- Grievant Departmental union steward Immediate supervisor Grievance Filed Unresolved Unresolved Unresolved Resolved Resolved Resolved continued . . .

  19. Step 5 ---------------------------- Union & mgt.: (1) State in writing the issue to be arbitrated (2) Jointly select an arbitrator Step 4: Meeting -------------------------- Grievant Departmental union steward Immediate supervisor Step 6 ----------------------- Arbitrator reaches a final decision, binding on both parties Unresolved Unresolved Resolved Resolved

  20. Effects on Organizations • Wages & benefits • Turnover • Seniority pay • Nonunion companies & union wage rates • Union employees • Profitability • Productivity offset

  21. Effects on Individuals • Pay • Unemployment • Satisfaction

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