Part III People in the Police Organization. Chapter 11 Labor Relations. Learning Objectives. Relate the labor movement to police administration. Discuss the impact of strikes on American police. Understand the unionization process and how unions are formed.
Part IIIPeople in the Police Organization
Chapter 11Labor Relations
A labor union represents dues-paying workers for the purpose of negotiating issues with employers.
In 1869, a group of tailors met and formed the Knights of Labor, the first union.
In 1886, Samuel Gompers helped found and became the first president of the American Federation of Labor (AFL).
Today, many workers feel they don’t need unions to protect them.
Police employee groups started forming as early as the Civil War.
Early groups were fraternal organizations.
The goal was primarily to ensure employee assistance (death benefits and welfare insurance) to their members.
Police actively unionized after the passage of civil service reform.
Recognition of the organization
Better economic benefits
Better job conditions
A voice in management policies
In some cases, professionalization of the police
Professionalism incorporates a universal commitment toward protecting and serving the public.
Police unions are interested in improving the situation of their members and in raising the quality of police service.
The union allows more information to become “public,” forcing management to rely more on planning and program implementation and less on arbitrariness.
Public sector collective bargaining came into being in the 1960s.
In this process, employer and employees—represented by a recognized union—negotiate a formal written agreement over wages, hours, and conditions of employment.
Signing of authorization cards
Each side presents its demands.
After deliberation, there is a reduction in demands.
Subcommittee studies are completed.
Subcommittee attempts to work out an agreement.
An informal settlement is reached.
If the two sides cannot reach an agreement, there is an impasse.
If there is agreement, a contract is drafted and signed by the parties.
Management rights or prerogatives
Clauses that define grievances
Provisions relative to discipline
Language about staffing changes and layoffs
Provisions relating to the use of sick time
Training and education
The chief administrator has the responsibility for ensuring that subordinates abide by the contract.
The negotiating team members can be used to distribute the document and explain it to other managers.
Supervisors apply the contract to employees.
Supervisory antagonism of employees, including such behavior as sarcasm, open criticism in front of other employees, discrimination, and needling
Failure to consistently and equitably enforce contract terms, including allocation of overtime, seniority, leave time, hours of work, time for union business, and outside employment
Failure to properly comply with contract terms, which may relate to pensions, longevity payments, overtime payments, and educational incentive pay
Failure to counsel employees and to maintain a two-way flow of communication
Poor working conditions, including such factors as favoritism, equipment, and departmental facilities