Mgmt 343 Final Ch. 14

Front 1

Why do employees join unions?

Back 1

gap in pay, benefits or other conditions of employment based on what employees are receiving and what they believe they should receive

Front 2

Negotiation Process

Back 2

- Distributive bargaining (win/lose)
- Integrative bargaining (win/win)
- Attitudinal structuring (relationship and trust)
- Intraorganizational bargaining (conflicting objectives of different factions)

Front 3

Preparing Managers for Negotiations

Back 3

1. Establish interdepartmental contract objectives
2. Review the old contract
3. Prepare and analyze data
4. Anticipate union demands
5. Establish the costs of various possible contract provisions
6. Make preparations for a strike
7. Determine the strategy and logistics

Front 4

Manager's WIllingness to Take a Strike

Back 4

- Can company remain profitable over the long run if it agrees to union demands?
- Can the company continue to operate in the short run despite a strike?

Depending on the following factors:
1. Product demand
2. Product perishability
3. Technology
4. Availability of replacement workers
5. Multiple production sites and staggered contracts
6. Integrated facilities
7. Lack of substitutes for the product

Front 5

Alternatives to strikes

Back 5

1. Mediation
2. Fact finder
3. Arbitration

Front 6

Mediation

Back 6

has no formal authority to force a solution; acts as a facilitator for the parties

Front 7

Fact finder

Back 7

investigates and reports on the reasons for the dispute on both sides' positions

Front 8

Arbitration

Back 8

a process through which a neutral party makes a final and binding decision

Front 9

Historical context of unions

Back 9

unions came into existence prior to the labor laws that protect us today

i.e., Fair Labor Standards Act, Civil RIghts Act, etc...

Front 10

Union security

Back 10

- Agency shop
- Union shop
- Right to work law
- Maintenance of membership
- Checkoff provision

Front 11

Checkoff provision

Back 11

A union contract provision that requires an employer to deduct union dues from employees' paychecks

Front 12

Union shop

Back 12

A union security provision that requires a person to join the union within a certain amount of time after being hired

Front 13

Right-to-work laws

Back 13

State laws that make union shops, maintenance of membership, and agency shops illegal

Front 14

Maintenance of membership

Back 14

Union rules requiring members to remain members for a certain period of time (such as the length of the union contract)

Front 15

Agency shop

Back 15

A union security provision that requires an employee to pay union membership dues but not to join the union

Front 16

Reasons for union membership decline

Back 16

- structural economy to change
- employer resistance
- substitution with HRM and government regulations
- union actions

Front 17

Distributive bargaining

Back 17

The part of the labor-management negotiation process that focuses on dividing a fixed economic "pie"

Front 18

Integrative bargaining

Back 18

the part of the labor-management negotiation process that seeks solutions beneficial to both sides

Front 19

Attitudinal structuring

Back 19

the aspect of the labor-management negotiation process that refers to the relationship and level of trust between the negotiators

Front 20

Intraorganizational bargaining

Back 20

the part of the labor-management negotiation process that focuses on the conflicting objectives of factions within labor and management

Front 21

Process of organization

Back 21

- 30% of employees sign authorization cares
- secret ballot election with majority vote

Front 22

Grievance procedure (step 1)

Back 22

- employee discusses grievance or problem orally with supervisor
- union steward and employee may discuss problem orally with supervisor
- union steward and employee decide (1) whether problem has been resolved or (2) if not resolved, whether a contract violation has occurred.

Front 23

Grievance procedure (step 2)

Back 23

- grievance is put in writing and submitted to production superintendent or other designated line manager
- steward and management representative meet and discuss grievance. management's response is put in writing. a member of the industrial relations staff may be consulted at this stage.

Front 24

Grievance procedure (step 3)

Back 24

- grievance is appealed to top line management and industrial relations staff representatives. additional local or international union officers may become involved in discussions. decision is put in writing.

Front 25

Grievance procedure (step 4)

Back 25

- union decides on whether to appeal unresolved grievance to arbitration according to procedures specified in its contribution and/or bylaws
- grievance is appealed to arbitration for binding decision

Front 26

Discharge grievance

Back 26

- procedure may begin at step 2 or 3
- time limits between steps may be shorter to expedite the process

Front 27

Union or group grievance

Back 27

- union representative initiates grievance at step 1 or 2 on behalf of affected class of workers or union representatives