This document discusses collective bargaining and labor relations. It describes the goals of management, labor unions, and society in labor relations. It explains how the legal environment impacts labor relations and describes the major interactions between labor and management, including organizing, contract negotiations, and contract administration. The document also discusses new, less adversarial approaches to labor relations and how competitive challenges are influencing labor-management interactions. Finally, it explains the differences between labor relations in the public and private sectors.

1. Collective Bargaining
and Labor Relations
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3. • Describe collective bargaining and labor relations.
• Identify labor relations, goals of management, labor
unions and society.
• Explain legal environment's impact on labor relations.
• Describe major labor-management interactions:
organizing, contract negotiations and contract
administration.
• Describe new, less adversarial approaches to labor-
management relations.
• Explain how changes in competitive challenges are
influencing labor-management interactions.
• Explain how labor relations in the public and private
sectors differ.

4. Environmental
Context
Participants
Web of Rules Ideology
Labor Relations Framework

5. Competitive Challenges
- Legal
- Stakeholder Needs
- High-performance
Work Systems
Goals
Employees & Unions
- Management
- Society
Union Membership
&Relative
Bargaining Power
Union Structure
&
Administration
Goal Attainment
- Employees& Unions
- Management
- Society
Union&Management
Interactions
- Organizing
- Negotiating
- Administering
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L a b o r Re la t i o n s F ra m e w o r k

6. Union Security
Check off
Provision
Right-to-
Work Laws
Closed
Shop
Maintenance
of Membership
Union
Shop
Agency
Shop

7. Unfair Labor Practices (Ulps)
NLRA prohibits certain activities by both employers
and labor unions.
Employers cannot:
 interfere with, restrain, or coerce employees in exercising their
Section 7 rights.
 dominate or interfere with a union.
 discriminate against an individual for exercising his or her
right to join or assist a union.
 discriminate against employees for providing testimony
relevant to enforcement of the NLRA.
 refuse to bargain collectively with a certified union.

8. Process & Legal Framework Of Organizing
 An election may be held if at least 30%of employees in the bargaining unit
sign authorization cards.
 Secret ballot election will be held. The union is certified by NLRB if a
simple majority of employees vote for it.
 Decertification election may be held if no other election has been held
within the year or if no contract is in force.
 Certain categories of employees cannot be included in bargaining units-
agricultural laborers, independent contractors, supervisors, and managers.
 The Employee Free Choice Act- pending
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9. Union and Management Interactions
Negotiation Process
Distributive
Bargaining
- Win/Lose
Intraorganizational
Bargaining
-Conflicting Objectives
-Different Factions
Integrative
Bargaining
- Win/Win
Attitudinal
Structuring
- Relationship&Trust
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10. Management’s Willingness to
Take a Strike
7 Factors If Management Is Able To Take a Strike:
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 Product
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11. Grievance Procedure
Negotiation process occurs every three years.
Negotiation and administration processes are
linked.
Effectiveness of grievance procedures may be
judged on three criteria:
1. How well are day-to-day problems resolved?
2. How well does the process adjust to changing
circumstances?
3. In multi-unit contracts, how well does the process
handle local contract issues?
Duty of Fair Representation
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12. Labor unions seek to represent their members’
interests in the workplace.
May witness diminished ability to compete effectively
in global economy.
Management in nonunion companies feel compelled
to resist unionization.
Union losses in membership and bargaining power in
the private sector.
Management and unions are seeking new, more
effective ways of working together to enhance
competitiveness while giving employees a voice in
workplace decisions.
SUMMARY