1 / 25

Mgmt 583

Mgmt 583. Chapter 12: Impasses and Their Resolution Fall 2008. Impasses. An impasse occurs when the parties are unable to move any further toward a settlement. Usually when a bargaining issue falls out side either party’s tolerance limit (a.k.a. settlement ranges).

Download Presentation

Mgmt 583

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Mgmt 583 Chapter 12: Impasses and Their ResolutionFall 2008

  2. Impasses • An impasse occurs when the parties are unable to move any further toward a settlement. • Usually when a bargaining issue falls out side either party’s tolerance limit (a.k.a. settlement ranges). • May occur when one party fails to convey enough information to facilitate a settlement (i.e., management does not explain why a work rule change is important).

  3. Third Party Attempts to Resolve Impasses • Mediation • Fact-Finding • Interest Arbitration Must be voluntarily agreed To by both parties

  4. Mediation • Mediation – a neutral third party is engaged to get the principals back to the bargaining table. • Relies on persuasion. • Tries to facilitate communications. • May introduce new “solutions” (recommendations) for parties to consider. • May only recommend, the recommendations are NOT binding.

  5. Fact-Finding • Fact-Finding - a neutral third party who studies the issues under dispute, attempt conciliation, and (if this fails) publishes a recommendation for settlement. • Use more in the public sector. • Though the recommendation is not binding (as in mediation) it carries more weight because is published. • Uses public opinion to force a resolution.

  6. Interest Arbitration • Interest Arbitration - a neutral third party imposes a settlement. • In most case the arbitrator’s award is binding on the parties. • Extremely rare in the private sector, but common in the public sector. • Who wants wage issues determined by a neutral third party?

  7. When Neutral Third Parties Fail • If alternative dispute resolution fails, the following tactics are available: • Management • Lockouts. • Shut downs • Outsourcing • Unions • Strikes • Slowdowns • Corporate campaigns

  8. Four types of Strikes • Economic • Unfair Labor Practice • Wildcat • Sympathy

  9. EconomicStrikes • Results when there is a failure to agree to contact terms involving mandatory bargaining issues. • Strikes over permissive issues is an unlawful labor practice (Detroit Floor Decorators Union, 136 NLRB 756 (1962)). • Naturally striking over prohibited issues is an unfair labor practice.

  10. EconomicStrikes • Employment rights during economic strikes: • Unions can fine members for crossing picket lines (NLRB v. Allis-Chamblers Manfg, 388 U.S. 175 (1967)). • Striking employees can be punished for: • Picket line violence (Cory Corporation , 84 NLRB 972 (1949)). • Harassment (paint balloons to fire bombings). • Sabotage.

  11. EconomicStrikes • Employment rights during economic strikes (continued): • Employers have the right to maintain operations during a strike: • Hiring permanent replacements is permitted (NLRB v. McKay Radio & Telegraph, 304 U.S. 333 (1938)). • Permanent or temporary replacements are the employer’s discretion. • Striking employees cannot be fired, but can be placed on a recall roster and return only when an appropriate opening occurs.

  12. Unfair Labor PracticeStrikes • The union is protesting a violation of their §7 rights • Examples: • Unilateral amendment of the CBA. • Refusing to bargain. • Employer cannot hire permanent strike replacements. • Employees return immediately to work upon the strikes conclusion.

  13. WildcatStrikes • A breach of the CBA’s no strike/no lockout clause. • An unauthorized strike. • National union violates the labor code if it sends strike funds. • Can be sued for actual (not punitive) damages. • Strikers may be disciplined.

  14. SympathyStrikes • One union goes on strike in support of another union’s strike. • Actually members of one union refuse to cross the picket line of another, hence a de facto strike. • Most often both unions work for the same employer. • Sympathy striker are protected under the Norris-LaGuardia Act (Buffalo Forge Co. v. United Steelworkers, 420 U.S. 397 (1976)).

  15. Actions During a Strike • Union: • Strike vote is taken by the members. • National union approval is required in most instances. • Picketing is initiated to inform the public about the strike issues and to encourage them to boycott the employer’s goods or services.

  16. Types of Picketing • Primary situs - union may picket a primary employer at his primary place of business. • Ambulatory site - the strike object is movable. To be lawful the following four conditions must be met: • The strike object is present on the secondary employer’s site. • The primary employer continues to engage in normal business at the common site.

  17. Types of Picketing • Ambulatory site - continued. • The picketing is reasonably close to the strike object. • The picketing must clearly declare that the dispute is with the primary, not the secondary, employer.

  18. Ambulatory Picketing A XXX X X X Gate Moore Dry Dock, 92 NRLB 93 (1950)

  19. Types of Picketing • Common situs - typical to the construction industry. • How to reduce the affects of sympathy strikes when employees of the primary employer are working along side those of secondary employers. • Union cannot picket the entire site. • Reserved gate doctrine (NLRB v. Denver Building Trades Council, 341 U.S. 675 (1951))

  20. Types of Picketing • Multiple use sites - typical to the retail malls. • How to reduce the affects of strikes a primary employer in one store in a mall without affecting neutral secondary employers. • Picket must clearly identify the store against whom they have a dispute. • Cannot interfere with access to neutral stores.

  21. Other Union Methods to Pressure Employers • Slowdowns • Working to the rules. • Refusing overtime. • Corporate Campaigns • Identifying and reporting regulatory violations (OSHA, EPA, etc.). • Publicly distributing damaging information about the employer.

  22. Employer Responses to Strikes • Shutdowns - wait it out. • Production is lost during the period. • Competitors may get market share. • Continued Operations • Use supervisory & nonproduction personnel. • Automated production facilities. • Strike replacements • Availability is crucial • May cause picket line violence.

  23. Employer Responses to Strikes • Outsource • Preferably a nonunion employer. • May result in the Ally doctrine being invoked. • Lockout - only legal under three circumstances • Perishable goods (to avoid economic loss). • To preclude whipsawing. • To enhance bargaining position in single employer bargaining (let the union strike first).

  24. Employer Responses to Strikes • Hire Strike Replacements • Depends on their availability. • Downside: future employer/employee relations may suffer. • Chapter 11 Bankruptcy • Permit use of successor employer doctrine. • See NLRB v. Bildisco & Bildsco, 465 U.S. 513 (1984).

  25. Other Union Options • Slowdowns • Working to the rules • Refusing overtime • Corporate campaigns • Identifying and reporting regulatory violations • Publicly distributing damaging information about the employer.

More Related