Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 5 | Employee Relations

Chapter
15
Labor Relations and Collective Bargaining
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 After studying this chapter, you should be able to:

1. Give a brief history of the Indian and American labor

movements.
2. Present examples of what to expect during the union
organizing drive and election.
3. Illustrate with examples bargaining that is not in good
faith.
4. Develop a grievance procedure.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
15–2
 Labor Movement in India
1918 Madras Labor Union formed.
1920 All India Trade Union Congress (AITUC) formed.
1926 Introduction of the Trade Unions Act that provided a
legal framework for unions.
1947 The Indian National Trade Union Congress (INTUC)
break-away faction from AITUC formed.
1948 Formation of the Hindustan Mazdoor Sabha (HMS).
1975 Emergency imposed.
1976 ID Act, 1947 amended.
1980s Mumbai Textile strike.
1992 New phase of economic reforms.
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 The Labor Movement in the USA
1790 Skilled craftsmen organize into trade unions.
1869 The Knights of Labor seek social reform.
1886 American Federation of Labor pursues bread-and-
butter and improved working conditions.
1935 National Labor Relations Act fosters organizing
and the rapid growth of labor unions.
1947 Taft-Hartley Act regulates union activities.
1955 AFL and CIO merge.
1970s Union membership peaks and begins to steadily
decline.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
15–4
 Why Do Workers Organize?
• Solidarity
 To get their fair share.
 Improved wages, hours, working conditions, and
benefits
 To protect themselves from management whims.

• Conditions Favoring Employee Organization

 Low morale
 Fear of job loss
 Arbitrary management actions

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Authorized adaptation from the United States edition of Human
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15–5
 What Do Unions Want?

Aims of
Unions

Improved wages,
Union hours, working
Security conditions, and
benefits

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Resource Management, 12/e
15–6
 Union Security

Types of Union
Security

Maintenance
Closed Union Agency Open
of
Shop Shop Shop Shop
Membership

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15–7
 The AFL-CIO
• The American Federation of Labor and
Congress of Industrial Organizations (AFL-CIO)
 A voluntary federation of about 100 national and
international labor unions in the United States.
• Structure of the AFL-CIO
 Local unions
 National unions
 National federation

• Change to Win Coalition

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Authorized adaptation from the United States edition of Human
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15–8
 The Union Organizing Drive and Election
• Step 1. Initial Contact
 The union determines employees’ interest in
organizing, and sets up an organizing committee.
 Labor Relations Consultants
 Union Salting
• Step 2. Obtaining Authorization Cards
 30% of eligible employees in an appropriate
bargaining unit must sign cards authorizing the union
to petition the NLRB for an election.

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 The Organizing Drive
• Authorization Cards
 Let the union seek a representation election.
 Designate the union as a bargaining representative
in all employment matters.
 State that the employee has applied for membership
in the union and will be subject to union rules and
bylaws.
 Can be collected and distributed by unions through
the Internet.

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 The Organizing Drive (continued)
• Employer Responses to Organizing
 Can attack the union on ethical and moral grounds
and cite the cost of union membership.
 Cannot make promises of benefits.
 Cannot make unilateral changes in terms and
conditions of employment that were not planned to
be implemented prior to the onset of union
organizing activity.
 Can inform employees of their right to revoke their
authorization cards.

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 The Organizing Drive (continued)
• Union Activities During Organizing
 Unions can picket the company, subject to three
constraints:
 It must file a petition for an election within 30 days
after the start of picketing.
 The firm cannot already be lawfully recognizing
another union.
 There cannot have been a valid NLRB election
during the past 12 months.

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 The Union Organizing Drive and Election
(continued)
• Step 3. Hold a Hearing
 Consent election
 Employer chooses not to contest union recognition at all.
 Stipulated election
 The employer chooses not to contest the union’s right to an
election, and/or the scope of the bargaining unit, and/or
which employees are eligible to vote in the election.
 Contesting the union’s right to an election
 An employer can insist on an NLRB hearing to determine if
employees wish to elect a union to represent them.

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 NLRB Hearing Officer’s Duties
• Determining if the record indicates there is
enough evidence to hold an election.
 Did 30% of the employees in an appropriate
bargaining unit sign the authorization cards?

• Deciding what the bargaining unit will be.

 The bargaining unit is the group of employees that
the union will be authorized to represent and bargain
for collectively.

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 The Union Organizing Drive and Election
(continued)
• Step 4. The Campaign
 Both sides present their platforms.

• Step 5. The Election

 Held within 30 to 60 days after the NLRB issues its
Decision and Direction of Election.
 The election is by secret ballot; the NLRB provides
and counts the ballots.
 The union becomes the employees’ representative
by getting a majority of the votes cast in the election.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Trade Union Registration and Recognition in
India
• The Trade Unions Act, 1926 provides for
registration of trade unions
 The act is silent about recognition of the trade union
by the firm for collective bargaining rights.
 Some state governments have introduced legislation.
• Methods adopted to recognize unions as
representative of workers
 Secret ballot method
 Membership verification conducted by government
machinery
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 The Union Organizing Drive and Election
(continued)
• The Supervisor’s Role
 Unfair labor practices by supervisors:
 Could cause the NLRB to hold a new election after
the company has won a previous election.
 Could cause the company to forfeit the second
election and go directly to contract negotiation.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Rules Regarding Literature and Solicitation
1. Nonemployees can be barred from soliciting
employees during their work time.
2. Employees can be stopped from soliciting other
employees if one or both employees are on paid-duty
time and not on a break.
3. Employers can bar nonemployees from the building’s
interiors and work areas as a right of private property
owners.
4. On- or off-duty employees can be denied access to
interior or exterior areas for reasons of production,
safety, or discipline.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
15–18
 The Collective Bargaining Process
• What Is Collective Bargaining?
 Both management and labor are required by law to
negotiate wages, hours, and terms and conditions of
employment “in good faith.”
• What Is Good Faith Bargaining?
 Both parties communicate and negotiate.
 They match proposals with counterproposals in a
reasonable effort to arrive at an agreement.
 Neither party can compel the other to agree to a
proposal or to make any specific concessions.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Violations of Good Faith Bargaining
1. Surface bargaining
2. Inadequate concessions
3. Inadequate proposals and demands
4. Dilatory tactics
5. Imposing conditions
6. Making unilateral changes in conditions
7. Bypassing the representative
8. Committing unfair labor practices during negotiations
9. Withholding information
10. Ignoring bargaining items
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Preparing for Negotiations
• Sources of Negotiating Information
 Local and industry pay and benefits comparisons
 Distribution of demographics of the workforce
 Benefit costs, overall earnings levels, and the
amount and cost of overtime
 Cost of the current labor contract and the increased
cost—total, per employee, and per hour—of the
union’s demands
 Grievances and feedback from supervisors
 Attitude surveys of employees
 Informal conferences with local union leaders
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
15–21
 Classes of Bargaining Items

Categories of
Bargaining Items

Mandatory Voluntary Illegal

Items Items Items

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 TABLE 15–1 Bargaining Items

Mandatory Permissible Illegal

Rates of pay Indemnity bonds Closed shop
Wages Management rights as to union Separation of employees
Hours of employment affairs based on race
Overtime pay Pension benefits of retired Discriminatory treatment
Shift differentials employees
Holidays Scope of the bargaining unit
Vacations Including supervisors in the
contract
Severance pay
Additional parties to the contract
Pensions such as the international union
Insurance benefits Use of union label
Profit-sharing plans Settlement of unfair labor charges
Christmas bonuses Prices in cafeteria
Company housing, meals, and Continuance of past contract
discounts
Membership of bargaining team
Employee security
Employment of strike breaker
Job performance
Union security
Management–union relationship
Drug testing of employees
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Source: Michael R. Carrell and Christina Heavrin, Labor Relations and Collective Bargaining:
Authorized adaptation from the United States edition of Human
Cases, Practices, and Law (Upper Saddle River, NJ: Prentice Hall, 2001), p. 177.
Resource Management, 12/e
15–23
 Bargaining Stages
1. Presentation of initial demands
 Both parties are usually quite far apart on some issues.
2. Reduction of demands
 Each side trades off some of its demands to gain others.
3. Subcommittee studies
 The parties form joint subcommittees to try to work out
reasonable alternatives.
4. An informal settlement
 Each group goes back to its sponsor. Union members vote to
ratify the agreement.
5. Signing the formal agreement

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Authorized adaptation from the United States edition of Human
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15–24
 Bargaining Hints
1. Set clear objectives for bargaining items.
2. Do not hurry.
3. When in doubt, caucus with your associates.
4. Be prepared with data supporting your position.
5. Always strive to keep flexibility in your position.
6. Don’t be concerned with what the other party says and
does; find out why.
7. Respect face saving for the other party.
8. Be alert to the real intentions of the other party—not
only for goals, but also for priorities.
9. Be a good listener.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Bargaining Hints (continued)
10. Build a reputation for being fair but firm.
11. Control emotions and use them as a tool.
12. Know each bargaining move’s relationship to all other
moves.
13. Measure each move against your objectives.
14. Pay attention to the wording of every clause; they are
often a source of grievances.
15. Collective bargaining is a compromise process—there
is no such thing as having all the pie.
16. Try to understand people and their personalities.
17. Consider the impact of present negotiations on those
in future years.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Impasses, Mediation, and Strikes
• An Impasse
 Usually occurs because one party is demanding
more than the other will offer.
 Sometimes an impasse can be resolved through
a third party—a disinterested person such as a
mediator or arbitrator.
 If the impasse is not resolved:
 The union may call a work stoppage, or strike, to
put pressure on management.
 Management may lock out employees.

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 Third-Party Involvement
• Mediation
 A neutral third party (mediator) tries to assist the
principals in reaching an agreement by holding
meetings with each party to find common ground for
further bargaining.
 The mediator is a go-between and has no authority
to dictate terms or make concessions.
 The mediator communicates assessments of the
likelihood of a strike, the possible settlement
packages available, and the like.

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 Third-Party Involvement (continued)
• Fact Finder
 A neutral party who studies the issues in a dispute
and makes a public recommendation for a
reasonable settlement.
• Arbitration
 An arbitrator often has the power to determine and
dictate the settlement terms.
 Arbitration can guarantee a solution to an impasse.
 Interest arbitration
 Rights arbitration
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 Strikes

Economic Strike

Unfair Labor Practice

Strike
Types of Strikes
Wildcat Strike

Sympathy Strike

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 Other Alternatives: Pressure Tactics
• Unions
 Picketing
 Corporate campaign
 Boycott
 Inside games
• Employers
 Lockouts
 Injunctions

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Authorized adaptation from the United States edition of Human
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 Grievances
• Grievance • Sources of Grievances
 Any factor involving  Discipline
wages, hours, or  Seniority
conditions of employment
 Job evaluations
that is used as a complaint
against the employer.  Work assignments
 Overtime
 Vacations
 Incentive plans
 Holiday pay
 Problem employees

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 FIGURE 15–1
Sample
Online
Grievance
Form

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
15–33
 Grievance Procedure
• Grievant and shop steward meet with
supervisor. If not resolved,
• Employee files formal grievance
• Grievant and shop steward meet with
supervisor’s boss. If not resolved,
• Meeting with higher-level managers.
• If not resolved, matter goes to arbitration.

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 Handling Grievances: Do
• Investigate and handle each case as though it may eventually
result in arbitration.
• Talk with the employee about his or her grievance; give the person
a full hearing.
• Require the union to identify specific contractual provisions
allegedly violated.
• Comply with the contractual time limits for handling the grievance.
• Visit the work area of the grievance.
• Determine whether there were any witnesses.
• Examine the grievant’s personnel record.
• Fully examine prior grievance records.
• Treat the union representative as your equal.
• Hold your grievance discussions privately.
• Fully inform your own supervisor of grievance matters.
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 Handling Grievances: Don’t
• Discuss the case with the union steward alone—the grievant should be
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.
• Relinquish to the union your rights as a manager.
• Settle grievances on what is “fair.” Stick to the labor agreement.
• Bargain over items not covered by the contract.
• Treat as subject to arbitration claims demanding discipline or discharge
of managers.
• Give long written grievance answers.
• Trade a grievance settlement for a grievance withdrawal.
• Deny grievances because “your hands are tied by management.”
• Agree to informal amendments in the contract.

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 The Union Movement Today and Tomorrow
• Declining membership
 Automation, globalization, and technology have
reduced jobs in unionized manufacturing sectors.
 Unions have failed to organize new plants.
 Unions have been more successful in organizing
workers in the public sector.
 Management has become better at resisting union
organizing efforts.

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 Public Employees and Unions
• 7 million public-sector union members
represent 44% of total U.S. union membership.
 The public sector is union movement’s biggest
potential growth area.
• Laws Supporting Public Sector Organizing
 Executive Order 10988
 Recognized organizing rights of public sector employees.
 Title VII of the Civil Service Reform Act of 1978
(known as the Federal Labor Relations Act)
 Established the Federal Labor Relations Authority.

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 KEY TERMS
closed shop illegal bargaining items
union shop mandatory bargaining items
agency shop impasse
open shop mediation
right to work fact finder
Norris-LaGuardia Act (1932) arbitration
National Labor Relations (or Wagner) Act strike
National Labor Relations Board (NLRB) economic strike
Taft-Hartley Act (1947) unfair labor practice strike
national emergency strikes wildcat strike
Landrum-Griffin Act (1959) sympathy strike
union salting picketing
authorization cards corporate campaign
bargaining unit boycott
decertification inside games
collective bargaining lockout
good faith bargaining injunction
voluntary bargaining items grievance

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