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LABR T1 L5 Union Management Relations.docx

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Brock University
Labour Studies
Larry Savage

Union Management Relations Outline: - Sources of workplace conflict and cooperation - Exit vs. Voice - Collective bargaining - Grievances and grievance handling - Strikes (WORK NOT DUE NOVEMEBER 27 , DUE NOVEMEBER 20 **) TH Workplace Conflict - Whether union or non union, experience conflict - Much conflict is between individual employees, but we focus on employers and unions - Management and unions, as representatives of employers and workers respectively, are tasked with managing workplace conflict Sources of Workplace Conflict - Underlying Sources o Legal alienation: b/c individuals do not work for themselves, they do not have legal ownership or control over means by which they do work o Objective Interest Conflicts: interests of workers and their employers are oppositional o Nature of the Employment Relationship: is authoritarian, most ppl work because they have to not want to - Contextual Sources o Broader social inequalities: disparities in wealth and income o Labour market experience: unemployment, occupational hazards, stress and workplace harassment o Class antagonism, class resentment (to someone who does have all this wealth) Sources of workplace cooperation - Although coercion plays an important role in labour relations, so does cooperation - Workers generally believe in legitimacy of capitalism and in the right of management to exercise authority - Some workers enjoy their jobs and are content with their economic position - Fear of management or job loss may also foster a degree of workplace cooperation Exit and voice (two mechanisms for dealing with workplace conflict) - Exit o You quit or o Workplace sabotage: instead of just quitting they fuck up workplace (i.e. factory working puts a rat in can of peaches) o Ways of dealing with conflict: Quit, Labour Board Complaint, Insubordination/Sabotage (can be done in union or non-union)  all result in not working there anymore - Voice o Stand up for yourself, actively fight back while still working there o Ways of dealing with conflict: Collective bargaining, grievance procedure, strike (can be done only in unionized workplace)  all result in no loss of job Collective Bargaining - Mechanism by which the union and management establish the terms and conditions of work - Both parties are legally required to bargain - Collective bargaining results in a collective agreement – a legally enforceable contract which outlines the terms and conditions of work - If the parties cannot come to an agreement, the union can exercise its right to strike, where available, and management can exercise its right to lockout, where available o Both to apply pressure and make the other accept contract *See slides online for basic collective bargaining process* Previous agreement slated to expire  notice to bargain  exchange proposals  bargaining  Ratification vote  new agreement OR  Conciliation, mediation  legal strike/lockout position  strike or lockout  ratification vote  new agreement * after bargaining, each can go to ratification vote then new agreement if they come to agreement * Collective Agreement - Collective agreement is legally enforceable and generally contain following provisions o Rights and obligations of employer and employees o Union security clause o Wages scales, hours of work, overtime, vacation entitlements, paid and unpaid leave (at the end of th
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