Collective Bargaining

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Early Activities
Protecting workers became an issue during the Industrial Revolution (late 19th century)
Long working hours Child labor Unhealthy factory conditions

Trade unionism developed when workers discovered power in their numbers Early groups sought work safety, adequate pay, and job security
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Federal Legislation
Child labor outlawed; minimum wage and 40-hour workweek established (1930s) National Labor Relations Act (NLRA) (1935)
Gave employees the right to form labor unions and bargain collectively

National Labor Relations Board (NLRB) (1935)

Established to implement provision of the NLRA

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NLRA
Initially established exemptions for nonprofit companies
Employees of nonprofit hospitals were not protected for participation in collective bargaining activities

1974 legislation allowed for the inclusion of nonprofit hospitals

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Current Status
Conflict currently characterizes unionism
Statistics indicate an erosion of union influence Reports also indicate that unions are becoming stronger than ever

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Collective Bargaining
Power sharing in the workplace
Means of equalizing power between employees and management

Managements goal
Provide goods and services for a profit

Employees goal
Sell personal time to perform satisfying work

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Power Sharing
Strengths
Individual employees have limited power Large numbers of employees banded together enhance bargaining position

Weaknesses
Viewed as a forum for less educated workers May be difficult to rectify professionalism and unionization Groups may be reluctant to commit to long-term, binding group decisions
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Typical Goals
Establish reasonable working conditions Establish formal agreements for wages and health and retirement benefits

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Terms Associated With Collective Bargaining

Arbitration Encroachment Grievance Industrial unionism Labor Management Mediation Occupational unionism Unfair labor practices Union

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Types of Unions
Occupational unionism
Separate unions for each occupation within a given company May join similar groups across the country

Industrial unionism
Single union for all workers in a corporation Strong because of large number of members

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Union Organizing
Attempts to share power may result in temporary distrust between staff and management

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Potential Gains
For employees
Power to make certain demands of employers Degree of political power on a local level

For union organization

Additional power through more bargaining units and increased membership Increased monetary support through contributions from workers paychecks
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Process of Union Organizing

Organizing drive is initiated by union forces to create an official, NLRB-sanctioned bargaining unit Bargaining unit is accepted or rejected through an election process in which nonmanagement employees vote

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Steps in Collective Bargaining

Preformal period
employees contact a union seeking representation Union organizers work to gain employee support

Election process
Eligible employees vote for or against union representation

After election
Negotiations between union and management occur

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Mandatory Topics for Negotiation

Wages Rules about the use of labor (work hours, worker safety) Individual workers rights and resolution of grievances Methods of enforcement, interpretation, and administration of the union agreement
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Union Organizing Practices

Allowable
Communication with employees by mail, in areas adjacent to business, and on the premises in nonwork areas Peaceful strikes and picketing for publicity

Unallowable
Inflame racial prejudices Lie about loss of jobs Distribute literature in work areas Forge documents

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Management Organizing Practices

Allowable
Avoid supplying a list of employees and job classifications for a period of time Circulate literature to employees

Unallowable
Fire employees supporting union activities Spy on or photograph employees in union activities Lie about what will happen if the union wins Question employees about preferences
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Collective Bargaining Units

Group of employees entitled to vote in union elections and bargain collectively

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