1、14Gary DesslerHuman Resource Management, 8th EditionChapter FourteenLaborRelations andCollectiveBargaining.Behavioral ObjectivesDescribe the history of the labor movement and why workers unionize.Discuss in detail the nature of the major federal labor relation laws.Describe the process of a union dr

2、ive and election.Explain to an HR manager how to avoid losing a unionization election.Describe the nature of the collective bargaining process.List important dos and donts for handling grievances.When you finish studying this chapter, you should be able to:1.Why Do Workers Organize?The urge to union

3、ize often boils down to thebelief that it is only through unity that theworkers can get their fair share of the pie andalso protect themselves from the arbitrarywhims of management.2.Unfair Employer Labor PracticesThe Wagner Act deemed “statutory wrongs (but not crimes) five unfairlabor practices us

4、ed by employers: 1. It is unfair for employers to “interfere with, restrain, or coerce employees in exercising their legally sanctioned right of self-organization.2. It is an unfair practice for company representatives to dominate or interfere with either the formation or the administration of labor

5、 unions. Among other management actions found to be unfair under practices 1 and 2 are bribing employees, using company spy systems, moving a business to avoid unionization, and blacklisting union sympathizers.3. Companies are prohibited from discriminating in any way against employees for their leg

6、al union activities.4. Employers are forbidden to discharge or discriminate against employees simply because the latter file unfair practice charges against the company.5. Finally, it is an unfair labor practice for employers to refuse to bargain collectively with their employees duly chosen represe

7、ntatives.3.Unfair Union Labor PracticesThe Taft-Hartly Act enumerated several labor practices that unions wereprohibited from engaging in: 1. First, unions were banned from restraining or coercing employees from exercising their guaranteed bargaining rights. For example, some specific union actions

8、the courts have held illegal under this provision include stating to an antiunion employee that he or she will lose his or her job once the union gains recognition; issuing patently false statements during union organizing campaigns; and making threats of reprisal against employees subpoenaed to tes

9、tify against the union at NLRB hearings.2. It is also unfair labor practice for a union to cause an employer to discriminate in any way against an employee in order to encourage or discourage his or her membership in a union. There is one exception to this. Where a closed or union shop prevails (and

10、 union membership is therefore a prerequisite to employment), the union may demand discharge for a worker who fails to pay his or her initiation fees and dues.3. It is an unfair labor practice for a union to refuse to bargain in good faith with the employer about wages, hours, and other employment c

11、onditions.4. It is an unfair labor practice for a union to engage in “featherbedding.4.The Union Drive and ElectionStep 1. Initial ContactStep 2. Obtaining Authorization CardsStep 3. Hold a HearingStep 4. The CampaignStep 5. The Election5.How to Lose an NLRB ElectionReason 1. Asleep at the switchRea

12、son 2. Appointing a committeeReason 3. Concentrating on moneyand benefitsReason 4. Industry blind spotsReason 5. Delegating too much todivisions or branches6.Guidelines for Employers Wishing to Stay Union-Free1. Practice preventive employee relations.2. Recognize the importance of location.3. Seek e

13、arly detection.4. Do not volunteer.5. Beware of the authorization cards.6. Present your case.7. Postpone the election.8. Pick your time carefully.9. Consider your options.7.Collective BargainingFor the purpose of this act to bargain collectively isthe performance of the mutual obligation of the empl

14、oyer and the representative of the employees tomeet at reasonable times and confer in good faithwith respect to wages, hours, and terms and con-ditions of employment, or the negotiation of an agree-ment, or any question arising thereunder, and theexecution of a written contract incorporating anyagre

15、ement reached if requested by either party, butsuch obligation does not compel either party to agreeto a proposal or require the making of a concession.8.Bargaining Stages1. Each side presents its demands2. Reduction of demands3. Subcommittee studies4. Informal settlement5. Formal agreement9.Guideli

16、nes for Handling Grievances; DosInvestigate and handle each and every case as thought it may eventuallyresult in an arbitration hearing.Talk with the employee about his or her grievance; give the person a goodand full hearing.Require the union to identify specific contractual provisions allegedlyvio

17、lated.Comply with the contractual time limits of the company for handling thegrievance.Visit the work area of the grievance.Determine whether there were any witnesses.Examine the grievants personnel record.Fully examine prior grievance records.Treat the union representative as your equal.Hold your g

18、rievance discussions privately.Fully inform your own supervisor of grievance matters.10.Guidelines for Handling Grievances; DontsDiscuss the case with the union steward alonethe grievant should definitelybe there.Make arrangements with individual employees that are inconsistent with the labor agreement.Hold back the remedy if the company is wrong.Admit to the binding effect of a past practice.Rel