Collective Bargaining_Notes - Collective Bargaining Quality...

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Collective Bargaining Quality of Working Life (QWL) Programs- orientated toward improving organizational performance and the working life of employees. These Programs operate at the lowest level of industrial relations activity, namely, down on the shop floor through the involvement of groups of workers. Quality Circles (QCs)- worker management groups formed with the intent to improve production and get input from workers. Teamwork systems- - traditional supervisors are replaced with team leaders - some way of integrating contract negotiations with ongoing participation and partnership processes must be found If the joint effort is to be sustained for any length of time. Other Contemporary Joint Activities -health and safety committees, absentee programs, training and educations activities, community service programs. Strategic Involvement- by workers or unions has historically been rare in the united states because it goes against the grain of the core principle that “management manages and unions grieve.” The debates Surrounding Participatory Programs -Critics of these programs argue that they do not lead to real increase in the extent of worker or union involvement in decisions. Management by stress- team systems are used to put peer pressure on workers and remove the independent voice provided through union representation. To them teams and other participatory programs are part of management. -formal representation on the board of directors of a company is another way unions have achieved involvement in strategic business decisions. Employee Ownership- unions in recent years have in a number of cases promoted employee ownership as a way to improve employee job security. The employee buyout of United Airlines through an employee stock ownership plan (ESOP), produced the largest employee-owned company in the United States. -unions tend to oppose employee ownership because the major economic reasons for union leaders’ opposition to employee takeovers are that these ventures create pressure to cut wages to save jobs which could have the added consequences of reducing wages in other unionized firms in the same industry. Collective Bargaining In the Public Sector Chapter 13 -public sector bargaining exploded in the sixties with expanding government budgets and the prevalence of civil disobedience. -The economic environment for public sector bargaining, however, tightened sharply in the mid-1970s as a consequence of slowdowns in the economy.
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-California’s proposition 13, was approved by the voters in 1979. This constitutional amendment limited property taxes to 1 percent of the real market value and tax increases to 2 percent per year. - public sector unions did not face international competition, and the growth of alternative nonunion suppliers was modest in the public sector in comparison with what confronted many private sector unions. -Since the 1990s calls to reinvent the public sector led to diverse strategies that ranged
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Collective Bargaining_Notes - Collective Bargaining Quality...

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