Introduction
Traditional literature in the field of labor relations has focused immensely on its benefit towards the employer and in the process equating it to working rules. This has been so despite the field being expected to cover the process of, labor management, union formation, and collective bargain; all which are anticipated to create a positive employer-employee relationship. This relationship is said to be positive if there exist a balance between employment functions and the rights of the laborer. Also important to note, is that this relation is equally important to the public sector as it is to the private one. Therefore, to ensure a mutually conducive labor environment exists, effective labor management process and inclusive negotiation program should be adopted (Mulve 2006; Walton, 2008).
Background
Labor relations emerged as response towards combating the economic unrest that accompanied the 1930 Great depression. At this period, massive unemployment, decreasing salary and wages, and over competition for jobs despite poor working conditions, was being experience; especially in the US. In turn employees were aggravated and therefore resorted to labor strike that often escalated to violence. To avoid such incident that could potentially harm further an ailing economy, the US government set precedent by passing their first related Labor relationship act, also referred to as the Wagner act. This act excluded public sector and some employees in the informal sector, farm workers to be specific. However, the progressive change in business and labor environment, necessitated changes in the labor laws to ensure they are more inclusive (Haywood & Sijtsma, 2000).
The labor relation discipline was therefore re-designed to...
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...ncorporating programs which encourage team work and a participative bargain process. By taking such a course of action, the probability of the eventual outcome being a win-win situation will be high.
Works Cited
Haywood, N., & Sijtsma., K. (2000). Understanding Labor Relations, Labor-Relation
Management and Collective Bargain Process in the Public Sector, Using the events in Alameda City. Public Sector Administration Journal, 18, 120-178.
Kizilos, M., & Easterby, K. (2000). Labor-Management Relations: Current Issues and
Future Challenge Management. New York: Guilford.
Mulve, S. (2006). Labor Relation in Context: Essential Programs for Collective Bargain.
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Schmidt, B., & Seneviratne, M. (2003). Comparing Labor Relation in Public and Private
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Walton, K. (2008). The Search for a workable Labor Relation. St Luis: Mosby.
To conclude this analysis on the basis of the labor’s extensive history, Sloane & Witney (2010) propose, “it is entirely possible that labor’s remarkable staying power has been because of the simple fact that to many workers, from the nineteenth century to the present, there really has been no acceptable substitute for collective bargaining as a means of maintaining and improving employment conditions” (p.80). In the end, it is important to anticipate unions and employers presently work together to find solutions that will enhance collective bargaining strategies and practices to serve the interest of both parties.
“Industrial unions dominated the landscape of the late nineteen century U.S. labor movement.” They gathered all level workers together without discrimination of gender, race, or nationality. They declared the eight-hour workday for the first time when normal work time should be 12. Low wage of workers caused the “Great Strike of 1877”, which began with railroad workers in Pennsylvania and West Virginia. After the “Great Strike”, industrial union started to
Distributive bargaining consists of two parties in competition to maximize their share of a limited resource. In distributive bargaining, the goals of one party are in fundamental and direct conflict with the goals of the other party (Lewicki, Barry, & Saunders, 2011). In the negotiation over the job offer at Robust Routers, the resources being distributed were the items in the bargaining mix. As the human resources director, my goal was to gain more by giving less, and Joe’s goal was to gain more by receiving more of the company’s resources.
In fact, the expenses were coming out of the rich class pockets and angered rich American families. Furthermore, the Wagner Act of 1935 caused problems in the relationship between the factory owners and government because business was not prepared to face all the new restrictions implied by the laws in this deal. It was argued that the “New Deal initiative to improve wage levels could not be successful if company unionism were permitted because an employee organization limited to a single employer deprived workers of critical information about national labor markets and business conditions and because employee representatives could never be wholly free to bargain with the employer who controlled their livelihood” (Cooper 861). However, it was also affecting the benefiters such as farmers who disliked being controlled and were forced to dismiss their corps to avoid the over production. In fact, droughts caused more tension in the agriculture sector due to the high regularity practices.
The Wagner Act was passed by senate in May of 1935, passed by the White House in June and officially made a law by President Roosevelt signing on July 5th 1935. The Wagner act affected trade, traffic and transportation workers. It enabled for a set of rules and regulations to be enforced between employer and employee to serve for better treatment of employees. Originally the government embodied hands off approach when it came to disputes between employer and employee only stepping in to mediate, but not fix. Yet under the signature of Roosevelt and the idea of Senator Wagner that all changed. Under the Wagner Act workers were allowed to create unions and obtain a voice in the workplace through protests. Employers were not allowed to interfere with the workers protests or formed unions. Under the Wagner Act employees were prohibited from mistreatment of workers i.e. overworking, underpaying, working in unsafe conditioned etc. They were also not allowed to be discriminatory toward employees who felt the need to file charges or testify against the employer. Under the Wagner Act employers were not allowed to try and restrain employees from their rights as well as persuade or interfere with them. Lastly The Wagner Act prohibited employers from refusing or unfairly collaborating or bargaining between the employer and the employee’s representative. The Wagner Act was a major step stone in establishing labor laws and fair treatment for workers and unions who often received little benefits or fair treatment, no protection or exploitation from employers in the form of interrogation, discipline, discharge, and blacklisted. Workers benefitted because they got better treatment and were more willing to work. The economy would also be more stabl...
The case of the Pleasant Ridge Board of Education and the Pleasant Ridge Classroom Teachers Association (PRCTA) is to negotiate the teachers’ concerns and to determine the terms and conditions of the school’s teachers in the new contract. The two parties are bargaining to resolve the problems and to reach for good settlement. So, It is worthy to mention that collective bargaining outlines most of school districts’ education policy like how to allocate resources and assigning teachers to schools and classes. While bargaining is a district-level endeavor, it follows the state laws of collective bargaining. (Rotherham 2006, Collective Bargaining in Public Education)
Throughout the history of the United States of America the continuation of misfortunes for the workforce has aggravated people to their apex, eventually leading to the development of labor unions.
Wallerstein, M. & Western, B. 2000. Unions in Decline? What Has Changed and Why? Annual Review of Political Science. 3: 355-377.
...during the negotiation. Because they did not explicitly articulate their objectives to each other, the union and management did not reach a settlement that was mutually beneficial. I believe both teams prioritized “winning” over fulfilling their initial objectives. Therefore, I better understood how both teams suffered under pressure during the negotiation because they realized they could no longer rely on a zero-sum strategy. Moreover, I realized how important team cohesiveness is to the bargaining process. Both the union and management lacked basic cohesiveness among their team members and consequently exacerbated the contentious and emotional environment that they created during the negotiation. Nevertheless, under these circumstances I believe the union and management ultimately reached an adequate proposal that satisfied both sides of the bargaining table.
Throughout American history, labor unions have served to facilitate mediation between workers and employers. Workers seek to negotiate with employers for more control over their labor and its fruits. “A labor union can best be defined as an organization that exists for the purpose of representing its members to their employers regarding wages and terms and conditions of employment” (Hunter). Labor unions’ principal objectives are to increase wages, shorten work days, achieve greater benefits, and improve working conditions. Despite these goals, the early years of union formation were characterized by difficulties (Hunter).
The labor union movement over the years has shaped the way individuals work and live for both the nicest and unpleasant. Some would think the unions influence has created a power struggle between management and union leaders. In today’s time, some citizens insist the existence of unions are a must to aid in employee freedom, while others view the labor unions as just another problem in the line of progress. The purpose of labor unions was for employed workers to come together and collectively agree on fundamental workplace objectives. The rise of the union came about after the Civil War- responding to the industrial economy. Surprisingly at the least unions became popular within the 1930-50’s and began to slowly decrease, starting in the 1960’s on to today. Although, the popularity of labor unions has decreased, its importance remains to be evident with politics, journalism, auto, and the public education industries. The objective of this paper is to shine light upon labor unions, taking a closer look at the disputed issues of union ethics, concerns of union diversity, and the opposing viewpoints of labor unions.
A collective bargaining agreement collectively sets the terms on which an employer offers individual work contracts to each of its employees in the bargaining unit. A bargaining agreement, also herein referred to as a labour agreement, is a legally enforceable written commitment, which states the rights and duties of all parties involved. The labour agreement should be made in good faith and is intended to be observed and not violated. The National Labour Relations Act obligates employers and unions to bargain in good faith concerning terms and conditions of employment, including hours and wages. Like any normal contract, competent parties must enter into a labour agreement. However, a labour agreement is unique from other legal contracts in that there is no consideration involved and nothing tangible is exchanged. Many, but not all, unions require formal ratification of a new labour contract by a majority membership acceptance, which is determined through vote by the members. Until majority approval of those voting in a ratification election is received, the proposed labour contract is not final. While each labour agreement is unique to the needs of an organization and its employees, most agreements include five issues: (1) Management Rights, (2) Union Security, (3) Wages and Benefits, (4) Individual Security (Seniority) Rights, and (5) Dispute Resolution. Management Rights “Management” is the process of working with people and resources to accomplish organizational goals by making the best possible use of money, time, materials and people. The management process, when properly executed, involves a wide variety of activities including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results.
Colvin, A. S. (2013). Participation versus procedures in non-union dispute resolution. Industrial Relations, 52(S1), 259-283.
CWA District 9/AT&T West Bargaining Bulletin #78. Retrieved on June 27, 2010 from the World Wide Web:
The laws and regulations surrounding Industrial Relations since the 1900’s have, at each reform, placed tighter constraints on the amount of power unions are able to exert. The reforms have also radically increased managerial prerogative, through an increased use of individual bargaining, contracts and restrictions imposed on unions (Bray and Waring, 2006). Bray and W...