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LABOR-MANAGEMENT RELATIONS AT PALO VERDE MINING

REPUBLIC OF THE PHILIPPINES POLYTECHNIC UNIVERSTITY OF THE PHILIPPINES GRADUATE SCHOOL “ CASE ANALYSIS ” A POWERPOINT PRESENTATION PRESENTED BY: Katherine Erfe Wemie Cervas Edgardo de Vera Nerisa Barcelona MARCH 2010. LABOR-MANAGEMENT RELATIONS AT PALO VERDE MINING.

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LABOR-MANAGEMENT RELATIONS AT PALO VERDE MINING

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  1. REPUBLIC OF THE PHILIPPINESPOLYTECHNIC UNIVERSTITY OF THE PHILIPPINES GRADUATE SCHOOL“CASE ANALYSIS ”A POWERPOINT PRESENTATIONPRESENTED BY:Katherine ErfeWemie CervasEdgardo de VeraNerisa BarcelonaMARCH 2010

  2. LABOR-MANAGEMENT RELATIONS AT PALO VERDE MINING

  3. In February 10, 1992 two thousand three hundred (2,300) Union members at Palo Verde Mining began striking the company’s mining facilities at Queen Creek, Desert City, and the Salt River Basin. 1.0 Time Context

  4. 2.0 Viewpoint • The rightful owners who will handle certain situation… • Human Resource Management • The HR manager plays an integral role inorganizational success via his knowledge about and advocacy of people. • The HR manager provides employee development opportunities, employee assistance programs, and gain sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

  5. 2.0 ViewpointContinued • Management • Management is responsible in managing and keeping workers satisfied with their jobs or prevents them from becoming dissatisfied. • Labor Union Members • Labor union members lead to formation of a union that will give workers a voice in shaping the employment relationships. The primary role of labor unions is to fight for better rights, wages and benefits for workers.

  6. 2.0 ViewpointContinued • National Labor Relations Board (NLRB) • The authorize body created to act in supervising an election to determine whether company workers want union representation and enforce labor rights

  7. 3.0 Central Problem • There was no action made after the negotiation in the issue of COLA, which forced the 2,300 union members to strike on February 10, 1992. This incident takes impact to the company and to the union members. And in today’s labor – management environment, how it these strikes are effective? • There was a violent outbreak between union strikers and strike replacements which resulted to the destructions of company property by striking employees and involvement of a child who was accidentally shot.

  8. 3.0 Central Problem • How does NLRB have resolve such tensions and unfair labor practices filed by the union? In what criteria might the NLRB have used to settle the charge?

  9. 4.0 Statement of Objectives • Palo Verde Mining • Capitalizing company’s resources to meet organizational objectives and good economic standing. • To control the workers from striking by granting their demands in accordance with the content of their collective bargaining agreement. • To establish good and open communication at all levels in the organization.

  10. Labor Union To recognize the employees labor rights, compensation package and better management. To make use of worker’s right of self-organization. These rights include to bargain collectively for wages and working conditions through representatives of their own choosing, and to engage in other protected concerted activities with or without a union. 4.0 Statement of Objectives

  11. National Labor Relations Board To give workers the right to form unions without being subject to coercion by their employers. It’s vital role of promoting and maintaining industrial peace thru the speedy dispensation of labor justice and development of effective dispute settlement machinery.  4.0 Statement of Objectives

  12. 5.0 Areas of Consideration

  13. Due to labor strike, company may suffer loss, damages and possibly affect the company’s economic status. Current skilled workers are more productive compared to newly-hired replacements who are not yet familiar with the job and therefore the company will incur training cost. Threats

  14. They could hire strike replacement which enabled them to continue its operation. Possibility of non-union workers if they only hire strike replacement and give authority to issue of ‘yellow-dog contract’.( non-union agreement ). The strike enables the company to force the strikers to leave their company -owned homes. Opportunities

  15. Continues operation despite of the on-going strike due to the hired replacements. Less expenses for the benefits to be given to the hired replacement compared to the regular workers. Strengths

  16. Spying.  Employers are not allowed to spy on employees. Interrogation. Employers are not permitted to poll or ask employees about whether they support the union. Promise.  Employers may not promise an employee any benefit that appears to attempt to prevent the employee from voting in favor of the union. Threat. You cannot imply that you will reduce wages or benefits if the union comes in.   Weaknesses

  17. The management should not demand the elimination of COLA which was already mandated on their collective bargaining agreement. After negotiation without favorable result with regards to COLA issue, the union leaders should immediately consult the case to NLRB for proper guidance prior to violent outbreaks. 6.0 Alternative Courses of Action

  18. The company must also recognize and know the rights of the employees. On the other hand, employees should also be aware of their obligations to the company. Obligeboth management and labor to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment. 7.0 Final Decision

  19. As far as collective bargaining is concern, once the union and the employer have negotiated a collective bargaining agreement, they are bound by its terms for the duration of the contract. Because the parties are likely to interpret contract provisions differently, disputes often arise. Therefore both sides needs some mechanism for sides for fairly interpreting the language of agreement in specific situations.

  20. As an arbiter, the National Labor Relations Board must act to avoid or reduce industrial strife and protect the public health, safety, and interest that can be achieved by the parties to an individual dispute. The NLRB settles matters that cannot be resolved by bilateral discussions between union and management representatives..

  21. Union-Free Policy: Publishing the company policy on remaining union-free. Wages and Benefits: "We have compared our wage and benefit structures to other companies in our industry, and ours are competitive." 8.0 Detailed Action Plans

  22. Fairness: "We strive to provide a fair, safe workplace. We have an absolute ‘open door’ policy, so please come see a member of management any time if you are having issues or want to talk."  Employees are Important:  "Even in this down economy, our company is surviving, and it is largely because of our employees.  8.0 Detailed Action Plans

  23. Q?

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