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Effectively managing in a union free environment.2
- 1. Effectively Managing in a Union-Free Environment Robert Morehouse, SPHR 1 (c) 2011 Robert L. Morehouse
- 2. 2 (c) 2011 Robert L. Morehouse What would your employees say?
- 3. Agenda What is your company’s position on unions? A little labor history Why do employees want unions? Why do employees remain union free? Treatment and RESPECT What will it mean to you if your employees organize Positive actions One more thing…… 3 (c) 2011 Robert L. Morehouse
- 4. What is your company’s position on unions? Do you have one? Orientation Some terms Strike AFL-CIO “Right to Work” Unfair Labor Practices Unfair LP vs. Economic National Labor Relations Act 4 (c) 2011 Robert L. Morehouse
- 5. Labor History 1835 General strike for 10-hour workday 1887 Haymarket Square 1890 Sherman Anti-Trust Act 1914 Clayton Anti-Trust Act 1935 Wagner Act 1947 Taft-Hartley Act 1959 Landrum-Griffin Act 1981 Reagan fires air-traffic controllers National Labor Relations Act 5 (c) 2011 Robert L. Morehouse
- 6. Why do employees want unions? Poor management A common misconception “The employees want more money” The truth: “Unions generally do not seek to organize…employees do.” Lack of Security RESPECT “No other choice.” Quote of a Union Leader It is NOT about money and benefits 6 (c) 2011 Robert L. Morehouse
- 7. Why do employees remain union free? Good management Security RESPECT “Fair” treatment Understand the business realities of their company Competitive pay and benefits 7 (c) 2011 Robert L. Morehouse
- 8. The “How” of Treatment and Respect Share information with employees Involve them in decisions that impact them Have clearly written and available rules and policies – more is not better Follow your rules and policies What is “favoritism?” The Role of the Site Senior Manager 8 (c) 2011 Robert L. Morehouse
- 9. What it will mean to you the employees if you organize Probably will lose your job T.I.P.S. and F.O.E. Like a divorce Deal with a third-party Establish a Collective Bargaining Agreement May become noncompetitive due to: If you remain employed…a valuable learning experience 9 (c) 2011 Robert L. Morehouse
- 10. Positive Actions The ± employee surveys Management development Live the principles behind the “7 tests for just cause” Know and communicate how you are competitive ( if not…why?) Employee engagement 10 (c) 2011 Robert L. Morehouse
- 11. One More Thing…… For more information on this or other subjects: Contact Robert Morehouse, SPHR www.twinmountainassociates.com Rm5550hr@twinmountainassociates.com Rm5550hr@gmail.com 901-378-4556 Education/Development University of Phoenix Other development options (c) 2011 Robert L. Morehouse 11
- 12. Questions 12 (c) 2011 Robert L. Morehouse
- 13. 13 (c) 2011 Robert L. Morehouse
Notas do Editor
- 1835 – Philadelphia Haymarket Square: 1,500 Chicago workers, was organized by German-born labor radicals in protest of the killing of a striker by the Chicago police the day before. Later in day a force of nearly 200 policemen arrived to disperse the remaining 300 workers. After an explosion and subsequent police gunfire, more than a dozen people lay dead or dying, and close to 100 were injured. A grand jury eventually indicted 31 suspected labor radicals in connection with the bombing, and eight men were convicted in a sensational trial the death sentence on seven of the men, and the eighth was sentenced to 15 years in prison. http://www.history.com/this-day-in-history/the-haymarket-square-riot Clayton: National policy to allow unionizationNLRB and penaltiesMgmt UFLP1. Interference, restraint, or coercion2. Employer domination or support of a labor organization3. Discrimination on the basis of labor activity. 4. Discrimination in retaliation for going to the NLRB. 5. Refusal to bargain. Wagner:Right to WorkUnion UFLP1.Threats to employees that they will lose their jobs unless they support the union. 2.Seeking the suspension, discharge or other punishment of an employee for not being a union member (paid)3.Refusing to process a grievance because an employee has criticized union officials or because an employee is not a member of the union in states where union security clauses are not permitted. 4.Fining employees who have validly resigned from the union5. Engaging in picket line misconduct, such as threatening, assaulting, or barring non-strikers from the employer's premises. 6.Striking over issues unrelated to employment terms and conditions
- TIPS:ThreatsIntimidationPromisesSpying FOE:FactsOpinionsExamples
- 1 Is the rule or order reasonably related to the orderly, efficient, and safe operation of the business?2) Notice. Did the employee receive adequate notice of the work rule or performance standard and the possible consequences of failure to comply?3) Sufficient Investigation. Did you conduct an investigation before making a decision about taking disciplinary or corrective action?4) Fair Investigation. Was your investigation fair and objective? Have you looked only for evidence to support your theory of what Happened?5) Proof. During your investigation, did you find clear, substantial proof of misconduct or of a performance discrepancy?6) Equal Treatment. Have you dealt with your employees equally, without discrimination? Have similarly-situated employees received the same discipline?7) Appropriate Discipline. Is the discipline you propose to take reasonably related to the seriousness of the problem