Module V: Employee and Labor Relations

Module Overview:

Module Concepts

Discussion Area

Course Project

Module Concepts

Labor Relations

Legislation

Presence and Growth of Unions

Types of Bargaining Items

Steps in the Collective Bargaining Processing

Management Do's and Dont's

Components of a Labor Contract

Negotiations Breakdowns

Principled Negotiations

Labor Management Meetings

Discussion Area

Module Concepts

Course Project

Online Resources

Course Closure


Course Information

Module I: Introduction to Personnel Management and Organization Development

Module II: Motivation and Productivity

Module III: Recruitment, Selection, Promotion and Human Resource Development

Module IV: Performance Management, Performance Appraisal, Corrective Action and Discipline

Module V: Employee and Labor Relations

Labor Management Meetings


shaking hands You'll recall that contracts may include a provision for labor management meetings. I can't emphasize enough how important these meetings can be in resolving issues collaboratively versus the filing of grievances and the promotion of distrust.

While I suspect most unionized career organizations already have these, for those of you less familiar with the concept, these are periodically scheduled meetings involving representatives of labor and management. The purpose is to arrive at mutual clarifications and interpretations of contract issues which have created or could likely create "problems."

Now, the representatives do NOT re-negotiate items or "change" the provision of contractual items. The labor agreement is already in existence and is the binding agreement for the specified period. As stated, the purpose is to arrive at a mutual understanding of the intent of the issue in question.

The frequency of the meetings? There is no "magic" schedule for these meetings. Perhaps once a month and more frequent if necessary.

You may say, but what if there isn't a real problem? I'd say, have them anyway. The fact that labor and management representatives are communicating in a non or at least less threatening environment is a healthy sign.

These meetings also afford the opportunity for each side to share thoughts, perceptions, and ideas with one another before they become issues, "surprises," or what might appear to be arbitrary decisions.

While we have not yet talked about the importance of trust, these kinds of interactions can help to build that trust --- and perhaps lay some of the ground work for principled negotiations. This obviously assumes that each side will relay the essence of the discussions and decisions to their respective counterparts.

Non Union and Volunteer Organizations

You know, I would personally recommend that within all departments a comparable arrangement be made. Simply because an organization is not unionized does not mean there is not a need for these discussions.


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