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2003 South-Western College Publishing. All rights reserved.151 The HR Triad Extended Line Managers Know and appreciate historical context and current contract Understand why employees join unions Support HR efforts for good working conditions Manage with respect and equality Know what can and cannot be said during an organizing campaign Develop effective relationships with union representatives Participate in resolving grievances Line Managers Know and appreciate historical context and current contract Understand why employees join unions Support HR efforts for good working conditions Manage with respect and equality Know what can and cannot be said during an organizing campaign Develop effective relationships with union representatives Participate in resolving grievances HR Professionals Train line managers in unionization rights of employees Develop policies and programs that support good working conditions Survey employee attitudes Work with line managers to deal effectively with union representatives Develop mechanisms for effective grievance resolution Move along issues such as TQM and QWL Work with managers in the grievance process HR Professionals Train line managers in unionization rights of employees Develop policies and programs that support good working conditions Survey employee attitudes Work with line managers to deal effectively with union representatives Develop mechanisms for effective grievance resolution Move along issues such as TQM and QWL Work with managers in the grievance process Slide 2 2003 South-Western College Publishing. All rights reserved.152 The HR Triad Extended (contd) Employees Present views about working conditions, wages, hours to HR and line managers Bargain in good faith Fulfill rights and responsibilities in union contract Use mechanisms for grievances as appropriate Be aware of issues management and labor leaders are discussing Stay involved in grievance process as appropriate Employees Present views about working conditions, wages, hours to HR and line managers Bargain in good faith Fulfill rights and responsibilities in union contract Use mechanisms for grievances as appropriate Be aware of issues management and labor leaders are discussing Stay involved in grievance process as appropriate Unions Seek to represent employees views to company Offer to work with management to improve company profitability and survival Bargain with line managers and HR Seek improvements in conditions and wages Adapt to local conditions and changes in technology and the economy Ensure grievances are processed fairly Unions Seek to represent employees views to company Offer to work with management to improve company profitability and survival Bargain with line managers and HR Seek improvements in conditions and wages Adapt to local conditions and changes in technology and the economy Ensure grievances are processed fairly Slide 3 2003 South-Western College Publishing. All rights reserved.153 Strategic Importance of Unionization Unionization Efforts by employees and outside agencies (unions) to act as a single unit when dealing with management over issues related to their work Slide 4 2003 South-Western College Publishing. All rights reserved.154 UnionsUnions Strong feelings. Union advocates Union Antagonists. Slide 5 2003 South-Western College Publishing. All rights reserved.155 Collective Bargaining Negotiation of the contract that is basis for employee-employer relationships Contract administration, including interpretation and enforcement of the contract and resolution of conflicts Slide 6 2003 South-Western College Publishing. All rights reserved.156 Process of Union Organizing Satisfaction Individual personality, interests, and preferences Expectations for work Employment contractEmployment contract Psychological contractPsychological contract Dissatisfaction with work situations Union Instrumentality Unionization Work Situation Influence of management Attempt to resolve situation individually Slide 7 2003 South-Western College Publishing. All rights reserved.157 Conditions for union formation: Dissatisfaction Lack of power Union instrumentality Slide 8 2003 South-Western College Publishing. All rights reserved.158 Disincentives for unions? Slide 9 2003 South-Western College Publishing. All rights reserved.159 Organizing Campaign 1.Union contact with employees 2.Union campaign for authorization cards 3.Request for election 4.Determination of bargaining unit by NLRB 5.Pre-election campaign 6.Elections 7.Certification of union / start of collective bargaining Slide 10 2003 South-Western College Publishing. All rights reserved.1510 Unfair Labor Practices by Employers Misrepresenting the facts about union or its officers Threatening employees who support unionization Promise benefits or rewards for employees who oppose union activity Slide 11 2003 South-Western College Publishing. All rights reserved.1511 Unfair Labor Practices by Employers (contd) Make unscheduled changes in wages, hours, benefits or working conditions Conduct surveillance activities Interrogate workers Prohibit solicitation Slide 12 2003 South-Western College Publishing. All rights reserved.1512 What Employers Can Discuss with Employees History and facts of unionization Own experiences with unions Costs of union membership and the benefits they receive without a union That union representation wont protect against discharge for cause That the company prefers to deal directly with employees Slide 13 2003 South-Western College Publishing. All rights reserved.1513 What Employers Can Discuss (contd) That the company is not obligated to sign contract or accept all unions demands That unions often resort to work stoppages The companys legal right to hire replacements Slide 14 2003 South-Western College Publishing. All rights reserved.1514 Contract Administration or the pain of having a union Grievance procedures Grievance issues Management procedures Union procedures Slide 15 2003 South-Western College Publishing. All rights reserved.1515 Any change to the contract has to be collective bargained. Take United Airlines. Bankruptcy. Unions will largely determine if it gets out or not. Management has little flexibility to work out the crisis. Is this good or bad? Slide 16 2003 South-Western College Publishing. All rights reserved.1516 Sources of Grievances Outright violation of contract Disagreement over: Facts Meaning of agreement Method of applying agreement Fairness or reasonableness of actions Slide 17 2003 South-Western College Publishing. All rights reserved.1517 Steps in Grievance Procedure Meet with supervisor Employee contacts steward Meet with management (Industrial Relations) Meet with union executives and top management Go to arbitration Slide 18 2003 South-Western College Publishing. All rights reserved.1518 Grievance Issues Discipline and discharge are most common issues reaching arbitration Other issues: Calculation of seniority Compensation for Time away from workTime away from work Vacations, holidaysVacations, holidays Sick leaveSick leave Wage and work schedules Slide 19 2003 South-Western College Publishing. All rights reserved.1519 Defensible Disciplinary Procedures Employee adequately warned of consequences Employee adequately warned of consequences Rule is related to company operation Rule is related to company operation Thorough investigation is undertaken Thorough investigation is undertaken Penalty is reasonable Penalty is reasonable Just cause and fairness characterize decisions Just cause and fairness characterize decisions Slide 20 2003 South-Western College Publishing. All rights reserved.1520 Unfair Representation by Union Improper motives Union refuses to process grievance because of race, gender, or employees attitude toward union Arbitrary conduct Not investigating merit of grievance Gross negligence Reckless disregard of employees interests Union conduct after filing grievance Must process to reasonable conclusion Slide 21 2003 South-Western College Publishing. All rights reserved.1521 Unions Resist organizational change. In todays competitive environment a union is a competitive disadvantage. Slide 22 2003 South-Western College Publishing. All rights reserved.1522 Org Change Difficult over 50% total complete failures. Some suggest only 20% successful. Slide 23 2003 South-Western College Publishing. All rights reserved.1523 Examples of organizational change numerous. New product Change in accounting practices Common platform Organizational restructuring Most commonly just changes in strategic directions, mergers etc. Slide 24 2003 South-Western College Publishing. All rights reserved.1524 A story Retailer. Phantom phone calls Phone courtesy. HR effort. Massive training Phantom phone calls Slide 25 2003 South-Western College Publishing. All rights reserved.1525 Of the articles I gave to you which were you most impressed by. Why? All successful Why are these different from Phone courtesy? Slide 26 2003 South-Western College Publishing. All rights reserved.1526 What is needed to create change HR builds a culture. Many different ways to build a culture. Bottom up (participation) Top down (compliance and control). Even here there are variations within these. Slide 27 2003 South-Western College Publishing. All rights reserved.1527 Bottom up HR rolefacilitator and supporter. We role. Intervention agent/mediator. Slow process. Slide 28 2003 South-Western College Publishing. All rights reserved.1528 Top down HR systems. How do you get GE managers to adopt Gates culture? Not a lot of information about the culture. Slide 29 2003 South-Western College Publishing. All rights reserved.1529 Selection is a very slow tool. But in combination with massive retrenchment it is OK. Top Management change. Slide 30 2003 South-Western College Publishing. All rights reserved.1530 Training is widely used but not sufficient. Slide 31 2003 South-Western College Publishing. All rights reserved.1531 Performance appraisal and compensation. Example of changes needed/made at Insteel. Slide 32 2003 South-Western College Publishing. All rights reserved.1532 Case Diversity problems. What needs to get done? Meet in teams Slide 33 2003 South-Western College Publishing. All rights reserved.1533