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Q. 1 Discuss the models of labor management relations in Detail.? Answer :-

The study of labor-management relations (LMR) refers to the rules and policies which govern and organize employment, how these are established and implemented, and how they affect the needs and interests of employees and employers. LMR has implications for the organization of work as well as economic policy. Focus gradually has broadened from the formation and operation of national and local institutions and collective bargaining to strategic human resource policies. Most recently a multi-level agenda has formed, following new needs for regulation in world trade, in the extended European Union, and in former communist and newly industrialized countries
Labour Management relations has three faces: science building, problem solving, and ethical. In the science building face, industrial relations is part of the social sciences, and it seeks to understand the employment relationship and its institutions through high-quality, rigorous research. In this vein, industrial relations scholarship intersects with scholarship in labor economics, industrial sociology, labor and social history, human resource management, political science, law, and other areas. In
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the problem solving face, industrial relations seeks to design policies and institutions to help the employment relationship work better. In the ethical face, industrial relations contains strong normative principles about workers and the employment relationship, especially the rejection of treating labor as a commodity in favor of seeing workers as human beings in democratic communities entitled to human rights."The term human relations refers to the whole field of relationship that exists because of the necessary collaboration of men and women in the employment process of modern industry."It is that part of management which is concerned with the management of enterprise -whether machine operator, skilled worker or manager.It deals with either the relationship between the state and employers and workers organization or the relation between the occupational organisation themselves. Industrial relations scholarship assumes that labor markets are not perfectly competitive and thus, in contrast to mainstream economic theory, employers typically have greater bargaining power than employees. Industrial relations scholarship also assumes that there are at least some inherent conflicts of interest between employers and employees (for example, higher wages versus higher profits) and thus, in contrast to scholarship in human resource management and organizational behavior, conflict is seen as a natural part of the employment relationship. Industrial relations scholars therefore frequently study the diverse institutional arrangements that characterize and shape the
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employment relationshipfrom norms and power structures on the shop floor, to employee voice mechanisms in the workplace, to collective bargaining arrangements at a company, regional, or national level, to various levels of public policy and labor law regimes, to "varieties of capitalism" (such as corporatism), social democracy, and neoliberalism). When labor markets are seen as imperfect, and when the employment relationship includes conflicts of interest, then one cannot rely on markets or managers to always serve workers interests, and in extreme cases to prevent worker exploitation. Industrial relations scholars and practitioners therefore support institutional interventions to improve the workings of the employment relationship and to protect workers rights. The nature of these institutional interventions, however, differ between two camps within industrial relations.The pluralist camp sees the employment relationship as a mixture of shared interests and conflicts of interests that are largely limited to the employment relationship. In the workplace, pluralists therefore champion grievance procedures, employee voice mechanisms such as works councils and labor unions, collective bargaining, and labor-management partnerships. In the policy arena, pluralists advocate for minimum wage laws, occupational health and safety standards, international labor standards, and other employment and labor laws and public policies. These institutional interventions are all seen as methods for balancing the employment relationship to generate not only economic
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efficiency, but also employee equity and voice.In contrast, the Marxist-inspired critical camp sees employer-employee conflicts of interest as sharply antagonistic and deeply embedded in the socio-political-economic weight to employers system. From and this perspective, the pursuit of a balanced employment relationship gives too much interests, instead deep-seated structural reforms are needed to change the sharply antagonistic employment relationship that is inherent within capitalism. Militant trade unions are thus frequently supported.

The field of industrial relations is also called labor relations. The process by which human beings and their organization interact at the work place, More broadly, in society as a whole to establish the terms and condition of employment. Labor relations can take place on many levels, such as at the regional level, national level etc.The distribution of power amongst these levels can greatly shape the way an economy functions. Finally labor relations is a system in order to emphasize the interrelations among persons, organizations, and standard in the industrial environment

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HWH I DSR O T E N UT I OE P

Mn g aa

G v r mn o en e t
Functions of Labor Management Relations Economic Legal Social

WHAT IS A MODEL?

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A Model is a mental construct / diagrammatical

representation about a topic.

with which people organize their thoughts

ONE TO ONE MODEL Management Trade Union

3rd MODEL Environmental Variables;

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Ecological Economic Legal Political Social Technological

Q. 2 Do you believe that in Pakistan the size of the labor movement in general will expand or contract in the coming decade? What industries and areas are now most Answer:Yes I believe that the size of Labour Movements will expand in Pakistan in coming decades, the campaigns of Labour Rights has been increased day by day, following are the examples of Pakistan Trade Unions Campaigns in Pakistan Federal and Private sector unions . New PTUDC website!
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unionized?

What

industries

and

sectors

of

economy will show increased unionization in future.

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The PTUDC website has been revamped in order to allow us to update the site on a more regular basis. We hope you like the new design!
Tuesday, 15 February 2011

The general rottenness of world capitalism and the brutal economic measures adopted by the PPP government has led to widespread misery and anger among the Pakistani masses. The Pakistani working class has been made to bear the brunt of this catastrophe. Just like other parts of the world there is a new awakening within the Pakistani proletariat, which could be felt in the struggle and victory of the KECS workers and now in the strike by the PIA workers.

Pakistan: Postal workers ally against privatization

Tuesday, 08 February 2011

Pakistan: Workers Coordination Committee formed in North Punjab

Tuesday, 08 February 2011

On 3 February the Postal Employees Workers Union organized nationwide On 3 Feb, the North Punjab PTUDC rallies against the privatization of Pakistan organized a meeting in the Rawalpindi Post. Hundreds of workers participated in PTUDC office. Trade union leaders from these rallies. Comrades of the PTUDC, the Railways, PTCL, Attock Oil Refinery JKNSF and BNT also participated in the Employees Union, Pakistan Workers protest and rallies were held in Karachi, Federation and representatives of the NSF Quetta, Lahore, Rawalpindi,Multan and attended this meeting. many other cities.

Pakistan: PTUDC meeting in

Pakistan: Demonstrations in

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Tuesday, 08 February 2011 Monday, 07 February 2011

Youth For International Socialism (YFIS), the Unemployed Youth Movement (BNT) The Multan Pakistan Trade Union Defence Campaign organized a meeting on Sunday and the Pakistan Trade Union Defence Campaign (PTUDC) jointly held protests in 30 January, in Multan. The topic was Rawalpindi and Hyderabad to express privatization, price hike & Workers rally solidarity with the revolutionary movements in Tunisia and Egypt. on 13th March.

PTUDC Membership Campaign in Kundian district Mianwali.

Thursday, 27 January 2011

Workers from Pakistan Railways in Peshwar against privatisation

Thursday, 27 January 2011

In Kundian district Mianwali 120 workers from Pakistan Railways have joined 19 January 2011: On 19th January PTUDC and vowed to make all kinds of hundreds of workers from Pakistan physical and financial sacrifice for this Railways Labour Union Peshawar Division cause staged a protest demonstration in front of Cantonment Railway Station against the proposed privatization of railways.

Karachi Electric Supply Company workers victory against the onslaught of management
Wednesday, 26 January 2011

Pakistan: Postal Workers hold huge nationwide protests against privatisation

Monday, 10 January 2011

The manoeuvres of the Islamic

On the call for anti-privatisation protests by the Postal Action Committee huge protests and demonstrations were held in Page 9

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fundamentalists in Pakistan around many cities of Pakistan on 4th January. the issue of blasphemy have made worldwide headlines. What gets less publicity is the militant class struggle of Pakistani workers. One such struggle is that of the workers at the Karachi Electric Supply Company, who have fought and defeated the bosses plans to forcibly retire 4500 workers.

Pakistan: PTUDC Seminar and Central Committee in Karachi

Monday, 10 January 2011

Pakistan Unilever Workers Protest for their Demands

Wednesday, 01 December 2010

A seminar on the topic of Price hikes, The Pakistan Trade Union Defence privatization, unemployment, Reasons Campaign PTUDC along with the Labour and Solution was held at the PMA House, Action Committee, the MRDW Unilever Garden Road, Karachi on December 30th. (Movement for the Restoration of The program started at 3PM and was Dismissed Workers), the Unilever chaired by the Central General Secretary Workers Action Committee and the of the PTUDC, comrade Nazar Mengal, Unilever Revolutionary Workers Union while comrade Lal Khan . organised a rally from Railway Square to the gate of the Unilever factory in Rahim Yar Khan on November 27.

Labour movement in Pakistan

The term labour movement is a broad term for the development of a collective organisation of working people, to campaign in their own interest for better treatment from their employers and governments, in particular through the implementation of specific laws governing labour relations.Trade unions are collective organisations within societies, organised for the purpose of representing the interests of workers and the working class.
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In some countries, especially the United Kingdom and Australia the labour movement is understood to encompass a formal "political wing", frequently known by the name labour party, which complements the aforementioned "industrial wing" In Europe, the labour movement began during the industrial revolution, when agricultural jobs declined and employment moved to more industrial areas. The idea met with great resistance. In 1886, in US industrial city of Chicago, the iron foundry workers united to struggle for fixing working hours. The industrialists used brute force to suppress the workers and opened fire at a rally killing scores of protesting labourers. Ist May is observed throughout the world as Labour Day to commemorate the sacrifices of martyrs of Chicago. Though there is a vast literature about political and religious movements of Pakistan during the past 60 years, yet there are not many books about labour movements in Pakistan. This book presents a brief account of the trade union movement in Pakistan since its inception in 1947. In a country like Pakistan mainly dominated by feudal lords, civil and military bureaucrats, trade unionists have to work under great personal risk, and quite often behind the bars as they were branded "miscreants, anti-social or communists" who were out to destroy the newly created Islamic Republic of Pakistan. Though this is not a well researched or scholarly work, yet the author has tried to throw some light on trade unionism in the Indo-Pak Subcontinent, trade union in Pakistan, Pakistan Workers Confederation, journalists struggle in Pakistan and labour legislation in Pakistan etc.

The State of Social Dialogue

Article 17 of the Constitution of the Islamic Republic of Pakistan states:- Every citizen shall have the right to form associations or unions, subject to any reasonable restrictions imposed by law in the interest of
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sovereignty or integrity of Pakistan, public order or morality. Of the eight ILO core conventions, only C.138 on the Minimum Age has not been ratified by Pakistan. However various laws for instance the Industrial Relations Ordinance of 2002, the Banking Companies Ordinance of 1962, the Civil Servants Act (CSA) of 1973 and the Essential Services Maintenance Act of 1952, have provisions that place certain restrictions on the independent functioning of labor unions. The governments authority to ban strikes deemed to be potentially harmful to the economy; restrictions on union activity in sectors determined to be "essential" such as government services and public utilities, as well as the compulsory arbitration of labor disputes by the authorities have been variously criticized by the ILO and the international trade union movement. In its Annual Survey of Violations of Trade Union Rights (various issues), the International Confederation of Free Trade Unions (ICFTU) has documented a number of cases in which the authorities and employers have consistently violated workers rights. These violations have included union busting, denial of the right to form or belong to unions, curtailment of the right to strike, victimization of union leaders, denial of collective bargaining, arrests and torture of union leaders, suspension or banning of union activities and rejection of negotiations. Despite assurances that Legislation concerning export processing zones (EPZs), such as the Export Processing Zones Authority Ordinance (EPZAO) of 1980, and the Export Processing Zone Rules (EPZR) of 1982 would be repealed, this has yet to happen in effect barring workers in EPZs from forming a trade union or bargaining collectively.

Due to union pluralism, thousands of small unions compete for membership in the major urban and industrial cities of Karachi and Lahore. Trade unions are plagued mainly by internal leadership squabbles, interunion competition as well as political interference maligning the effectiveness of the workers voice. Pakistan's union landscape features trade unions that are affiliated to political parties as well as traditional, autonomous, centrist union organizations. The most prominent of the former class is the right-wing National Labor Federation (NLF) which is allied with the conservative Jamaat-e-Islami (JI) political party. The NLFs power base is the steel and railroad industries, Pakistan International Airlines (PIA) and the Karachi port. The other politically connected trade unions are the NWFPbased Democratic Labor Federation .

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Major trade union federations in Pakistan

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Trade Union Federation All Pakistan Trade Union Congress (APTUC) All Pakistan Federation of Trade Unions (APFTU) Pakistan National Federation of Trade Unions (PNFTU) Number of members International affiliation

WCL

602,320 (Jan. 2010)

ICFTU

260,000 (Dec. 2008)

ICFTU

All Pakistan Federation of Labor (APFOL) The Pakistan Trade Union Federation (PTUF) Balochistan Workers Federation (BWF) Sind Federation of Trade Unions (SFTU) Pakistan Trade Union Confederation (PTUC) Pakistan Workers Federation (PWF) National Labor Federation (NLF) Democratic Labor Federation (DLF) WFTU 293,575 (May 2010) ICFTU

WFTU

WFTU

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INDUSTRIES IN PAKISTAN

FAN INDUSTRY OF PAKISTAN. Major Players in Pakistans Fan Industry Pak Fan M/S Wahid Industries Ltd. G.F.C. Fan M/S General Fan Company Pvt. Limited Yunus Fan M/S Younus Metal Works Royal Fan M/S Rafiq Engineering Industries Pvt. Limited Metro Fan M/S High Tech Industries Pvt. Limited

ELECTRONIC APPLIANCES INDUSTRY OF PAKISTAN Appliances Industry Haier Pakistan Limited Dawlance Pakistan Limited Pakistan Electron Limited (PEL) Philips Pakistan Limited Sabro Electronics Pakistan Samsung Pakistan Limited LG Electronics Sony Electronics Orient Home Appliances TCL Pakistan Limited Nobel Home Appliances Pakistan
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PHARMACEUTICAL INDUSTRY Major Players in Pakistans Pharmaceutical Industry M/S Glaxo SmithKline Pakistan Ltd. M/S Pharmacia Pakistan Pvt. Limited M/S Aventis Limited M/S Stiefel Labs. Pakistan Ltd. M/S Servier Research and Pharmaceuticals Pakistan Pvt. Limited M/S Abbott Labs. Pakistan Ltd. M/S Bristol Myers Squibb Pakistan Pvt. Limited M/S Glaxo SmithKline Pakistan Ltd. M/S Bayer Pharmaceuticals Limited M/S Eli Lilly Gohar M/S GlaxoWellcome Pakistan Ltd. M/S Johnson & Johnson Pakistan Ltd. M/S M/S Merck Marker Pvt. Ltd.

1. LEATHER INDUSTRY Major Players in Pakistans Leather Industry Saga Sports Sublime Sports Bata Pakistan Fateh Industries Leather Up
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Pakistan Leather Crafts Service Industries Shafi Tanneries Borgan Leather Industries Leather Field Pvt. Limited MB Sports Pvt. Limited Prime Leather Pvt. Limited Forward Sports Pvt. Limited

2. TEXTILE INDUSTRY Major Players in Pakistans Textile Industry Deewan Farooque Spinning Mills Data Textile Industries Limited Deewan Khalid Textile Mills Ltd. Deewan Mushtaq Textile Mills Ltd. Diamond Fabric Limited Diamond International Corporation Ltd. Ittefaq Textile Mills Ltd. Kohinoor Industries Limited Kohinoor Looms Limited Kohinoor Spinning Mills Ltd. Kohinoor Textile Mills Ltd. Star Textile Mills Ltd.

3. GEMS AND JEWELRY INDUSTRY Major Players in Pakistans Gems and Jewelry Industry M/S Tessori Pakistan Ltd.
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M/S ARY Gold Pakistan Ltd. M/S Al-Rahim Limited M/S Pardesi Limited

4. OIL AND GAS INDUSTRY Major Players in Pakistans Oil and Gas Industry Pakistan State Oil Ltd. Attock Refinery Limited Pakistan Petroleum Limited. British Petroleum Pakistan Ltd. Shell Pakistan Limited Asia Petroleum Limited Sui Northern Gas Company Ltd. Sui Southern Gas Pipelines Ltd. Pakistan Oils Fields Ltd. Oil and Gas Development Corporation Ltd.

5. CHEMICAL INDUSTRY Major Players in Pakistans Chemical Industry Sitara Chemical Industries Ltd. Zahabiya Chemical Industries ICI Pakistan Limited AVM Chemical Industries Engro Corporation Limited Ittehad Chemicals Limited Aromatic Raw Materials of Pakistan Ltd.
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United Sales Corporation

6. FASHION INDUSTRY

Major Players in Pakistans Fashion Industry Maria B. HSY (Hassan Shehryar Yasin) Rizwan Beyg Generationz Nikki and Nina Deepak Perwani Maheen Khan Hajra Hayat

7. FOOD AND BEVERAGES INDUSTRY Major Players in Pakistans Food and Beverages Industry National Foods Limited Engro Foods Limited Lever Brothers Pakistan Ltd. Shan Foods Limited Brook Bond Pakistan Ltd. Lipton Tea Pvt. Limited Pepsi Cola International CokaCola Beverages Ltd. Mitchells Fruit Farms Ltd.

8. TOBACCO MANUFACTURING INDUSTRY Page 19

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Major Player in Pakistans Tobacco Industry Pakistan Tobacco Company Ltd. Lakson Tobacco Company Ltd. Premier Tobacco Industries Ltd. United Tobacco Industries Ltd. Souvenir Tobacco Industries Pakistan. Sarhad Cigarette Industries Ltd. Khyber Tobacco Company Ltd. Paramount Tobacco Company Ltd.

9. ENERGY INDUSTRY

Major Players in Pakistans Energy Industry Water and Power Development Authority (WAPDA) Karachi Electic Supply Corporation (KESC) Karachi Nuclear Power Plant Chashma Nuclear Power Plant M/S Tapal Energy Ltd. M/S Gul Ahmed Energy Ltd. Islamabad Electricity Supply Company (IESCO) Gujranwala Electricity Power Company (GEPCO) Lahore Electric Supply Company (LESCO) Multan Electricity Power Company (MEPCO) Quetta Electricity Supply Company (QESCO) Tribal Electric Supply Company (TESCO) Peshawar Electric Supply Company (PESCO) Kot Addu Power Company (KAPCO) Hyderabad Electric Supply Company (HESCO)
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Hub Power Company Limited (HUBCO)

10. SUGAR INDUSTRY IN PAKISTAN Major Players in Pakistans Sugar Industry Al-Noor Sugar Mills Ltd. Karachi Baba Farid Sugar Mills Karachi Ansari Sugar Mills Ltd. Karachi Saleem Sugar Mills Ltd. Lahore Seri Sugar Mills Ltd. Lahore

SERVICES SECTOR
11. FINANCIAL SERVICES INDUSTRY

Major Players in Pakistans Financial Industry State Bank of Pakistan National Saving Corporation of Pakistan State Life Insurance Corporation of Pakistan United Bank Limited Pvt. Limited Muslim Commercial Pakistan Limited Habib Bank Pakistan Pvt. Limited

12. AVIATION INDUSTRY Major Players in Pakistans Aviation Industry Pakistan International Airlines (PIA) Airblue
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Shaheen Air International Pakistan International Cargo AST Pakistan Airways Royal Airlines Cargo Star Air Aviation TCS Couriers HAU Aviation Services Askari Aviation JS Air Pvt. Limited Vision Air International

13. EDUCATION INDUSTRY Major Players in Pakistans Education Industry Beaconhouse School System City School System Federal Government School System Punjab Group of Colleges The University of Punjab National University of Science & Technology (NUST) University of Engineering and Technology (UET) Ghulam Ishaq Khan Institute of Science and Technology (GIKI) International Business School (IBM) Quaid-e-Azam University (QUAD) Allam Iqbal Open University (AIOU) International Islamic University (IIU)
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Army Public School System Army Medical College King Edwered Medical College

14. TELECOMMUNICATION AND IT INDUSTRY Major Players In Pakistans Telecommunication And It Industry China Mobile CyberNet Mobilink Netsol Technologies Kaya Systems Ovex Technologies Pakistan Telecommunication Company Palmchip Corporation Southern Networks Telenor Pakistan (Not traded on Pakistani stock exchanges) Transworld Ufone Warid Telecom (Not traded on Pakistani stock exchanges) Wateen Telecom WorldCALL

For the past ten years, Pakistan has been devastated by political conflict, reduced levels of Foreign Direct Investment, and a low exportation rate of manufacturers. Because of this, this underdeveloped and impoverished country has been challenged with a difficult economy. With incredible budget deficits, struggling foreign currency exchange national reserves, and increasing

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inflation rates, the government signed up for an International Monetary Fund Standby Agreement in the latter part of 2008. Earlier in 2004 and until 2007, the Gross Domestic Product experienced growth as much as 8% in part from growths in the industrial and services sector, even though serious shortfalls were being experienced with electric power. The good news is that by 2001, Pakistan saw a decline in poverty by 10% and development spending started to improve. While the country has made great strides economically, primary challenges still being faced have to do with inflation because of increasing prices for commodities around the world, as well as economic and political instability. Pakistan, a rapidly developing nation, has a diverse economy that include textiles, chemicals, food processing, agriculture and other industries. The economy has suffered in the past from decades of internal political disputes, a fast growing population, mixed levels of foreign investment, and a costly, ongoing confrontation with neighboring India. However, IMF-approved government policies, bolstered by foreign investment and renewed access to global markets, have generated solid macroeconomic recovery the last decade. Substantial macroeconomic reforms since 2000, most notably at privatizing the banking sector have helped the economy. Pakistan has seen a growing middle class population since then and poverty levels have decreased by 10% since 2001.GDP growth, spurred by gains in the industrial and service sectors, remained in the 6-8% range in 2004-06. In 2005, the World Bank named Pakistan the top reformer in its region and in the top 10 reformers globally.

Q.3

a) Briefly discuss that how workplaces changes affected

labor relations?
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Answer :A Comprehensive Model for Understanding and Implementing Workplace Change and Improving Labour-Management Relations. Over the past twenty years significant development have taken place within labour management relations in North America and Canada (Kochan, Katz and McKersie; Kochan and Osterman; Betcherman, Leckie, McMullen and Caron; Walton,CutcherGershenfeld and McKersie; Cohen-Rosenthal and Burton; Lowe; Noon and Blyton; Capelli and Rogovsky; Nissen). These developments have involved a wide array changes extending all the way from how organized labour and management interact with one another at the bargaining table and organizational governance; to how jobs are designed and support is made available to employees experiencing personal problems. Various names have been given to these innovations including: mutual gains bargaining, principled negotiations, employee-centred management, employee involvement, quality of working life, innovative work practices, the high performance workplace and "learning" organizations. The motivation for these changes has been to improve labour-management relations, increase
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organizational performance and at the same time provide for increased job satisfaction on the part of workers. Not withstanding the experience of the past twenty years and the conclusion that these programs do achieve the objectives set for them: their rate of diffusion has been limited, they often suffer from a limited life span, there is still considerable skepticism within labour and management as to their appropriateness, and in many instances their success and continued viability is highly dependent upon one or two key individuals within the union or management and not the overall soundness of the process (Kochan and Osterman; Betcherman et al). The Labour-Management Relations Situation. The present labour-management relations situation is rooted in the history of conflict between the parties. For the greater public good, the State has developed laws and regulations to govern this conflict. These laws determine the process by which unions attain bargaining rights, how contracts are negotiated, settlements

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reached and agreements interpreted. The prime focus of this governmental action has been the control of the parties in an attempt to mediate the excesses of the presumed inevitable conflict. At the same time as the legal and administrative structure of the industrial relations system was being constructed, researchers and practitioners, most of whom were behavioral scientists, were developing new and useful concepts and insights in the field of organizational behaviour and development. These concepts and their application have had, and are having, a farreaching and important impact on the ways in which human resource management problems are addressed and handled. Innovative approaches have been developed in a variety of organizational settings to deal with long standing problems of employee alienation, performance and quality management, and resistance to change. In fact, a whole new "technology" of organization change (Alexander, French and Bell) has developed over the past several decades built on principles of involvement, multi-skilling, equity, empowerment, teamwork, joint problem-solving and
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collaboration4.

It is our belief that the process of implementing change has to be viewed within the context of the overall relationship between union and management and must be described in greater detail than currently exists within the literature.

It is our hope that the models outlined in this article and the detailed description of the change process will be instructive for unions, management, consultants and academics who are interested in improving labour-management relations and Introducing change into organizations. We also believe that a comprehensive approach to integrating the thinking of labour-management relations and organization development will help increase the probability of success and Sustainability in implementing workplace change and improving relations between unions and management. A Systems View of Labour-Management Relations
For the past four decades it has been generally recognized that labour-management relations, if they are to be understood, should be viewed as a system. Original work in describing this system was done by Harvard's John Dunlop
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(Dunlop 1957). Dunlop's work was subsequently built upon by other theorists in the field. One of the most widely accepted systems models is that of Walton and McKersie (Walton and McKersie 1965, 1991). This Model, as shown in Exhibit I views labour relations as being composed of four components: (1 ) determinants, (2)areas or arenas of interaction and activities, (3) emergent relations between the parties and

(4)

consequences.

As

with

all

systems,

there

is

fundamental
Relationship between the elements whereby each of them interacts to a greater or lesser degree with one another. Walton and Mckersie in their work focus on Understanding the relationship between the parties in the context of collective Bargaining and the negotiation of a collective agreement. It is now, however, Accepted that their model is generally applicable in understanding a broader range of elements in the relationship between labour and management7. The interesting thing to note, in their model, is that from the point of view of Change and particularly developing better relations between labour and
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Management, the two key elements are the centre boxes - those dealing with Interactions and activities and the nature of the relationship. It is these two Elements that form the central part of our analysis and upon which we will Concentrate in outlining how organization development strategies are used to introduce innovation and potentially to build more collaborative labourmanagement relations.
LABOR-MANAGEMENT RELATIONS:The majority of key turning points in labor-management relations in the United States have been associated with periods of economic hardship. The Great Depression saw the establishment of comprehensive federal legislation designed to protect workers' right to organize. With the slowdown in economic growth and the intensification of global competition after the early 1970s, a number of labor-management cooperation programs were advocated to improve the efficiency of U.S. firms. In 1993, the Clinton administration established the Commission on the Future of WorkerManagement Relations to address a broad range of issues, among them labor-management cooperation programs and the reform of U.S. labor law. The federal government first guaranteed the right to organize and bargain collectively for railroad workers with the passage of the Railway Labor Act of 1926. The National Industrial Recovery Act of 1933 (NIRA) was part of the New Deal policies of the Great Depression era. The NIRA was intended to protect workers' right to unionize. It stated "That employees shall have the right to organize and bargain collectively through representatives of their

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own choosing. The NIRA had several shortcomings, among them a lack of enforcement provisions, and the act did little to promote workers' rights. The basic law regulating labor-management relations and collective

bargaining in the United States is The National Labor Relations Act of 1935, commonly referred to as the Wagner Act. A key provision of the act guarantees the right of nonmanagerial employees who work for firms engaged in interstate commerce to join unions and bargain on a collective basis. The legally protected right of workers to unionize was first established at the state level. In Massachusetts, for example, the state Supreme Court recognized this right in an 1842 decision. The Wagner Act was primarily the work of Robert Wagner, a Democratic Senator from New York who wished to address the shortcomings of the NIRA. In 1933, Wagner began meeting with representatives from the American Federation of Labor and the National Labor Board, which was set up to administer the NIRA. These meetings culminated in the writing of the Wagner Act in February of 1934. The act failed to receive congressional support when initially introduced, but passed after the Democrats made substantial gains in the congressional elections of 1934; it was signed into law by President Roosevelt in July of 1935. The most controversial part of the Wagner Act was Section 8, which prohibited what it called "unfair labor practices" on the part of employers. Under Section 8, employers could not legally fire workers for joining unions, could not refuse to bargain with a union that represented a majority of workers, and could not establish company unions. In large part due to the Wagner Act, union membership increased from 4 million in 1935 to 12 million in 1947. The National Labor Relations Board (NLRB) was established to administer the Wagner Act and is still the key agency regulating labormanagement relations at the national level.

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The constitutionality of the Wagner Act was affirmed in 1937 by the Supreme Court in National Labor Relations Board vs. Jones and Laughlin Steel Corporation. Shortly thereafter, pro-business organizations such as the National Association of Manufacturers sought to amend the Wagner Act. The Wagner Act was not amended, however, until the record wave of strike activity that followed World War II, in which President Truman personally intervened to settle disputes in the coal mining, railroad, and steel industries. The National Labor Relations Act of 1947, also called the Taft Hartley Act, became law over the objections of the National Labor Relations Board (NLRB) and Truman's veto. Important amendments were made to Section 8, clarifying what were considered unfair labor practices by unions and employees; the Wagner Act had covered only unfair practices by employers. Another key amendment was the addition of Section 14(b), which legalized what came to be called right-to-work laws. These laws, enacted at the state level, prohibited what is known as a union shop, in which all workers in a unionized factory are forced to join the union and pay dues. Right-to-work laws make union organizing much more difficult and continue to be opposed by organized labor into the late 1990s. Labor interests reject the term "rightto-work" as pertains to these laws as a cynical misnomer. They contend that since a union acting as a bargaining agent is compelled to represent all the workers in question (and not just those belonging to the union), it is only fair that all those employees should pay their share for the benefits of union representation by being dues-paying union members.

Q.3 (b) What objections might labor raise to cooperating with management? What objection might management raise to cooperating with labor?
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Answer:WHAT IS LABOR-MANAGEMENT COOPERATION? Labor-management cooperation is a state of relations where labor and management work hand-in-hand to accomplish certain goals using mutually acceptable means. It is the outcome of a continuing process of enhancing mutual trust and respect through: information sharing discussion consultation negotiations as schemes of workers participation in decision-making process on matters not covered by collective bargaining agreements. WHY IS THERE A NEED FOR LABOR AND MANAGEMENT TO

COOPERATE? Primarily, because labor and management are social partners sharing a common interest in the success and growth of the enterprise and the economy. Specifically, to promote workers participation in decision-making processes to create a labor relations climate conducive to productivity improvement to improve the quality of working life to achieve and sustain economic growth

WHAT ARE THE MECHANISMS TO PROMOTE LABOR-MANAGEMENT COOPERATION?

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Direct participation mechanisms through small group activities like quality control circles or productivity improvement circles. Indirect participation mechanisms through jointconsultative bodies like labor-management councils or committees.Combination of direct and indirect participation mechanisms like joint bodies and small group activities. THE PROBLEM SOLVING PROCESS To ensure the non-adversarial character of the labor-management committee, issues should be addressed using the problem-solving process involving the following steps: Define the problem Get all the facts Find the cause of the problem Propose solutions Evaluate proposed solutions Select the best solution Implement the corrective action Evaluate the corrective action undertaken WHAT ARE USUALLY COVERED BY LABOR-MANAGEMENT COOPERATION PROGRAMS? Sharing of information, discussions consultations and negotiations on matters outside the collective bargaining agreement which may cover, among others, areas of management decisions like: personnel policies production plans business expansion programs productivity improvement program productivity gain-sharing program job security

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improvement of quality of worklife occupational health and safety programs introduction new technology and machinery retrenchment programs business mergers of closure workers welfare and livelihood programs sports, recreation and social activities WHAT BENEFITS CAN WORKERS DERIVE FROM LABORMANAGEMENT COOPERATION PROGRAMS? Opportunity to participate in policy and decision-making process A channel of communication to top management Means to make inputs in solving operational problems and management plans affecting workers in the workplace Avenues for employees to air complaints that cannot be appropriately addressed in the grievance procedure Opportunity to demonstrate that the union is a responsible organization with a constructive role to play beyond the traditional contract negotiations and grievance settlement Opportunity for self-improvement and on-the-job leadership training WHAT BENEFITS CAN MANAGEMENT DERIVE FROM LABOR-

MANAGEMENT COOPERATION ROGRAMS? A forum to share information about business conditions, quality problems, product development and other matters that demonstrate the role of employees in the success of the enterprise.

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An opportunity for advanced discussion of operational problems and plans, particularly those affecting employee work schedules, overtime, lay-offs, transfer, etc. A means to relate with the union without being bogged down in labor relations issues. Opportunity to demonstrate responsiveness to constructive suggestions and valid complaints of employees in improving the workplace. Means to tap the large reservoir of know-how and creativeness of employees. A channel of communication with employees Enhancement of human factor in organizational effectiveness.

STEPS

IN

THE

FORMULATION

OF

LABOR-MANAGEMENT

COOPERATION PROGRAMS Orientation on labor-management cooperation Recognition of common objectives and problems and the need to cooperate and agree on mutually acceptable solution Determination of appropriate organizational structure Adoption of operating guidelines to govern the cooperation program Setting-up of the operating structure Training of persons involved in the cooperation program Identification and prioritization of problems Formulation and development of plans and projects Implementation of plans and projects
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Monitoring and evaluation of projects GUIDELINES IN SETTING UP APPROPRIATE ORGANIZATION STRUCTURE Under R.A. 6715, the in operating organized mechanism for labor-management is called Labor-

cooperation

program

establishments

Management Council.

In unorganized establishment, the mechanism is

called Labor-Management Committees. To ensure the orderly operations of the Council or the Committee, it is desirable that the parties agree on the basic guidelines or principles which may include: The objectives of the committee/council Coverage of committees/councils activities Structure and size of the committee/council Time, place, duration and frequency of meeting Procedure for the timing exchange of agenda Recording, maintenance and dissemination of minutes of meetings Other matters the parties may wish to include ORGANIZATION COUNCIL OR AND STRUCTURE OF A LABOR-MANAGEMENT

COMMITTEE

While there are no set rules, a typical committee/council has the following organizational features: Composed of an adequate number of representatives from labor and management. Labor representatives shall be elected by at least the majority of the workers in the establishment.
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Management is represented by top level officials, the personnel or industrial relations manager, the production manager and other officers including supervisors. There are two co-chairmen one from each side who serve concurrently or on a rotating basis. A secretary is also appointed. A third party facilitator acceptable to labor and management may assist the committee particularly in the early stages of its operation. Sub-committees may be formed to consider specific concerns at the shopfloor level. WHAT FACTORS ARE NECESSARY FOR THE SUCCESS OF LABORMANAGEMENT COOPERATION? Attitudes - Sincerity - mutual support - Mutual trust - openness

- Commitment- teamwork - Mutual respect- objectivity Appropriate skills - Leadership - facilitation

- Communication- team building - Problem-solving- planning Suitable structure addresses identified needs and concerns can be formal, informal or both assures adequate representation of labor and management ensures attainment of decisions through consensus
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provides feedback mechanism at all levels of the organization THE ROLE OF THIRD PARTIES Parties to a labor-management cooperative effort may require the services of a third party facilitator. At their invitation, a facilitator can assist in a variety of ways particularly in the initial stages, to wit: Help enhance mutual trust between labor and management Assist the parties in identifying common interests, problems and opportunities Facilitate the first few and often difficult meetings of a new labormanagement committee Guide the committee in problem-solving techniques Provide technical assistance to the committee Assist the parties obtain technical assistance from other agencies and institutions. NCMB SERVICES ON LABOR-MANAGEMENT COOPERATION Promotional activities Development, production and dissemination of IEC materials (NCMB Briefing Paper, Technical Assistance Conduct of orientation seminar on LMC Conduct of LMC FACILITATORS TRAINING Interpersonal Relationship/Group Dynamic Skills Communication Skills Organizing/Facilitating Skills

LMC At Work

Action Researches/studies

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Q. 4 What is NLRB? What are the unfair labor practices? Answer:The National Labor Relations Board (NLRB) is an independent agency of the United States government charged with conducting elections for labor union representation and with investigating and remedying unfair labor practices. Unfair labor practices may involve union-related situations or instances of protected concerted activity. The NLRB is governed by a fiveperson board and a General Counsel, all of whom are appointed by the President with the consent of the Senate. Board members are appointed to five-year terms and the General Counsel is appointed to a four-year term. The General Counsel acts as a prosecutor and the Board acts as an appellate judicial body from decisions of administrative law judges.

History
A predecessor organization, the National Labor Board, was established by the National Industrial Recovery Act in 1933, an act that was subsequently struck down by the Supreme Court.

The NLRB was established by Executive Order 6763 on June 29, 1934. Its first Chair was J. Warren Madden. Leon Despres, the noted Chicago civil rights activist and lawyer, was a trial examiner for the NLRB from 1935-1937.

Quorum issues
From December 2008 until March 2010, the five-member Board had only two members, creating a legal controversy. Three members' terms expired in December 2008, leaving the NLRB with just two membersChair Wilma B. Liebman and Member Peter Schaumber.[4] President George W. Bush refused to make some nominations to the Board and Senate Democrats refused to confirm those he did. Just before the Board lost a quorum, the five Members agreed to delegate their authority to a three-person panel (as provided for by the National Labor Relations Act). Only two of the members of the panel (Liebman and Schaumber) would remain on the Board, but the Board
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concluded that these two members constituted a quorum of the panel and thus could make decisions on behalf of the entire Board. Liebman and Schaumber informally agreed to decide only those cases which were noncontroversial (in their view) and on which they could agree, and issued more than 400 decisions between January 2008 and September 2009. In April 2009, President Obama nominated Craig Becker (Associate General Counsel of the Service Employees International Union), Mark Gaston Pearce (a member on the Industrial Board of Appeals, an agency of the New York State Department of Labor), and Brian Hayes (Republican Labor Policy Director for the Senate Committee on Health, Education, Labor and Pensions) to fill the three empty seats on the NLRB. Meanwhile, the 1st Circuit Court of Appeals, 2nd Circuit Court of Appeals, and 7th Circuit Court of Appeals upheld the two-member NLRB's authority to decide cases, while the D.C. Circuit Court of Appeals did not. In September 2009, the Justice Department asked the U.S. Supreme Court to immediately hear arguments concerning the dispute, given the high stakes involved. The Supreme Court granted certiorari in October and agreed to decide the issue. In the spring of 2010, the Supreme Court ruled that the NLRB could have no quorum with just two members, likely invalidating hundreds of previous rulings made by Liebman and Schaumber. Becker's nomination appeared to fail on February 8, 2010, after Republican Senators (led by John McCain) threatened to filibuster his nomination. President Obama said he would consider making recess appointments to the NLRB due to the Senate's failure to move on any of the three nominations. True to his word, Obama on March 27, 2010 recess appointed both Becker and Pearce to the NLRB. On June 22, 2010, the Senate in a voice vote unanimously confirmed Pearce to a full term, thus allowing him to serve until August 27, 2013, instead of only through the end of 2011, which was what his recess appointment would have allowed. Also on June 22, 2010, the Senate in a voice vote confirmed Republican nominee Brian Hayes of Massachusetts in a voice vote, allowing Hayes to serve in a term that will end December 16, 2012. Jurisdiction The Board's jurisdiction is limited to private sector employers and the United States Postal Service; other than Postal Service employees, it has no
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authority over labor relations disputes involving governmental, railroad and airline employees covered by the Adamson Railway Labor Act, or agricultural employees. On the other hand, in those parts of the private sector its jurisdictional standards are low enough to reach almost all employers whose business has any appreciable impact on interstate commerce.

Structure

Processing of charges
Charges are filed by parties against unions or employers with the appropriate regional office. The regional office will investigate the complaint. If a violation is believed to exist, the region will take the case before an Administrative Law Judge who will conduct a hearing. The decision of the Administrative Law Judge may be reviewed by the five member Board. Board decisions are reviewable by United States Courts of Appeals. The Board's decisions are not self-executing: it must seek court enforcement in order to force a recalcitrant party to comply with its orders. (For greater detail on this process see the entry for unfair labor practice). B:-Unfair labor practice

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In United States labor law, the term unfair labor practice refers to certain actions taken by employers or unions that violate the National Labor Relations Act (NLRA) and other legislation. Such acts are investigated by the National Labor Relations Board (NLRB).

Definition of "unfair labor practice"

The NLRB has the authority to investigate and remedy unfair labor practices, which are defined in Section 8 of the Act. In broad terms, the NLRA makes it unlawful for an employer to:

interfere with, two or more employees act in concert to protect rights provided for in the Act, whether or not a union exists), to dominate or interfere with the formation or administration of a labor organization to discriminate against employees for engaging in concerted or union activities or refraining from them, to discriminate against an employee for filing charges with the NLRB or taking part in any NLRB proceedings to refuse to bargain with the union that is the lawful representative of its employees.

The Act similarly bars unions from:

restraining or coercing employees in the exercise of their rights or an employer in the choice of its bargaining representative causing an employer to discriminate against an employee, refusing to bargain with the employer of the employees it represents engaging in certain types of secondary boycotts requiring excessive dues engaging in featherbedding (requiring an employer to pay for unneeded workers) picketing for recognition for more than thirty days without petitioning for an election, entering into "hot cargo" agreements (refusing to handle goods from an anti-union employer) striking or picketing a health care establishment without giving the required notice.

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Filing of a charge
While the employees of the NLRB may assist individuals in filing charges, they cannot file charges on their own. Under the Act, "any person" (except an employee of the Board) may file a charge with the NLRB. Such charges must be filed and served within six months of the events that constitute the basis of the charge. This deadline may be extended in some cases, e.g., if the party fraudulently conceals its violations of the law. Charges may also be amended if done so within six months of the alleged violation.

Investigation and processing of the charge The General Counsel of the NLRB is responsible for investigating unfair labor practice charges and making the decision whether to issue a complaint. This job is delegated to the Regional Director of the region of the NLRB in which the charge has been filed; the Regional Director in turn assigns it to an employee of the region. It is the responsibility of the charging party to identify the witnesses who can support its charge; should it fail to do so the Regional Director will typically dismiss the charge. Issuance of complaint and settlement
If the Region finds merit in the charge it will file a formal complaint setting out the violations of the law allegedly committed by the respondent. While the Act requires that the original unfair labor practice be filed within six months, there is no comparable statute of limitations for issuance of a complaint. The complaint may also be amended in some circumstances to include other alleged violations of the Act not specified in an unfair labor practice charge. The Region will usually renew its attempts to settle the matter after it has made the decision to issue complaint but before it has actually done so. It can settle unfair labor practice charges unilaterally, i.e., without the agreement of the charging party.

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Interim injunctive relief
If the General Counsel believes that there is cause to issue complaint, then he can seek injunctive relief from a federal district court under Section 10(j) of the Act. Injunctive relief is usually ordered when necessary to preserve the status quo pending the Board's decision on the complaint or to prevent employees from suffering irreparable harm. Any injunction lapses once the NLRB issues its decision. The General Counsel does not have to prove that the allegations in the complaint are well-founded, but only that he has some evidence, together with an arguable legal theory, to support his claims. Even so, the General Counsel rarely uses this power to seek relief while complaints are pending, other than in secondary boycott cases, in which the Act commands the General Counsel to seek injunctive relief.

Hearing and decision

If the case is not settled following issuance of a complaint, then the case will proceed to hearing before an Administrative Law Judge of the NLRB. The Regional Director has the power to issue subpoenas for use by any party prior to the hearing; the Administrative Law Judge has that power once the hearing commences. The hearing is governed by the same rules of evidence that would apply in a federal court trial. The General Counsel functions as the prosecutor in these proceedings. Just as only the General Counsel can decide whether to issue a complaint, the General Counsel has exclusive authority to decide what charges to pursue. Interested parties may, however, intervene in these proceedings to present evidence or offer alternative theories in support of the charges that the General Counsel has alleged and to seek additional or different remedies than those that the General Counsel has proposed.

Review by the courts

A party that is aggrieved by a decision of the NLRB can seek review by petitioning in the Court of Appeals. The Act gives parties a good deal of latitude as to which court they want to hear their case: either the Circuit in which the hearing was held or the Circuit Court of Appeals for the District of Columbia or any Circuit in which one of the parties against whom the
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complaint was brought resides or does business. The NLRB, as a matter of policy, only petitions in the Circuit in which the hearing was held. The NLRB's decisions are not self-executing: it must seek court enforcement in order to force a recalcitrant party to comply with its orders. The Court of Appeal reviews the Board's decision to determine if it is supported by substantial evidence and based on a correct view of the law.

Compliance
If the Court of Appeals enforces the Board's order then the case will return to the Region for it to monitor the respondent's compliance. In those cases in which the Board's order requires payment of back pay, the Region will commence compliance proceedings if it is not able to resolve all disputes over the amount of back pay. These compliance proceedings are also held before an Administrative Law Judge, based on the compliance specification filed by the Region. The same procedural rights apply in these proceedings as in the earlier proceedings on the merits of the charge

Q. 5(a) Why employees fail to join unions?

Answer :Top Five Reasons You Can't Blame Employees for Joining A Union We all know that union membership has been on the decline for decades. But with a new administration in the White House, and Democrat majorities in the House and Senate, employers should expect significant labor law reforms and dramatically different enforcement strategies that will make it easier for labor unions to organize employees. In fact, hopeful labor leaders proclaim that the expected changes could add up to 1.5 million new members per year for the next 15 years. With the seemingly inevitable surge in union organizing upcoming, many businesses have already begun to point fingers at politicians, unions, and employees. Few stop to remember that the primary reason an employee
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joins a union is because of the employer's bad practices. Historically, unions are most successful where employers send the message that they "don't care" about their employees. Allowing employees to work in unsafe conditions, not addressing or resolving employee concerns, showing favoritism, and making employment decisions that are perceived as unfair can leave your company susceptible to an organizing campaign. With that in mind, let's take a look at why employees join unions, and what you might do to convince them otherwise. There are lots of reasons. Here are five that we see most often.

The Number One Reason You Can't Blame Employees for Joining a Union: Favoritism
As should be obvious by now, the number one reason employees join a union is because they feel their employer is treating them "unfairly." That can mean lots of different things, but nowhere is it more evident than when an employer takes inconsistent disciplinary action. Where employees feel that they have been subjected to discipline which they did not deserve, or did not expect, or that another employee got a break that they did not, union organizing may not be far off. To sum it up: a good pro-employee management style is also a good way to stay union free. Employers that take this approach will: 1) prove to employees that their employer cares about them; 2) improve working conditions before the threat of union organizing arises; 3) detect issues that could be exploited by unions; and 4) provide an established mechanism for implementing pro-employee practices and responding credibly to any imminent organizing threat.

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Reason Number 2: Ignoring employee complaints
You don't like to be ignored. Neither do your employees. When you overlook employee complaints, and especially claims of discrimination and payroll concerns, or fail to resolve them quickly and efficiently, resentment grows. Give employees orders without explanations, or ask them to perform jobs that they are not suited to do, and they begin to feel more like a number, as opposed to a valuable member of a productive team. Unions know this. Indeed, one of the key promises made in every union campaign is to provide employees a "stronger voice on the job." To the underappreciated employee, this can be an attractive selling point. You need an effective complaint-handling system one that gives you employee feedback on a regular basis. Periodic group meetings and minisurveys are good places to start. That way, if a union starts promising your employees a "voice" in the workplace, they'll understand that they already have opportunities to be heard, and they'll more likely conclude that they don't need to pay a union representative for that privilege. And keep this in mind: if you shut down employee complaints, you're not getting the benefit of their ideas and suggestions either.

Reason Number 3: Lack of respect

It goes without saying that, just as employees do not like being ignored, they also do not like being disrespected. Disciplining employees in front of others, assigning blame before reviewing the facts, and generally playing favorites are all factors that can cause employees to feel disrespected, and turn to a union for help. To counter this, ensure that your supervisors are well-trained on effectively
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communicating with employees, especially about sensitive subjects like discipline or job performance. Helping managers become better leaders and advocates for their employees makes the managers better "caretakers" of employees and reduces employee vulnerability to the traditional union sales pitch. Actually, the Golden Rule about treating others the way you'd like to be treated, is a pretty good business model for your supervisors to follow with their employees.

Reason Number 4: Lack of concern about safety

Employees expect to work in a safe environment. They expect safety training, appropriate equipment, and clear guidelines and procedures for responding to and reporting workplace accidents. Too often, employers fail to meet these basic expectations. Not only does this leave your organization susceptible to potential OSHA citations, it also opens the door to a unionorganizing campaign. Employers who address safety issues early on are therefore better suited to counter the inevitable union promise to create a "safer" workplace. This begins with management and supervisor safety training. Remember, safety is not simply a book of rules and regulations, but a culture of smart behavior that needs to be encouraged from the top down. Employers who actively promote a safe work environment will not only find that they are well prepared for a union campaign, but also that they have protected themselves from costly OSHA citations, and created a more productive business environment.

Reason Number 5: Non-competitive pay and benefits

The bottom line in an organizing drive often comes down to wages and
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benefits. Unions argue consistently that representation leads to higher wages, better health care, and a secure retirement. The "union advantage," employees are told, will put more money in their pockets.That's not necessarily true, of course, and in fact it's sometimes the reverse. But perception can become reality and if your employees believe that your organization is easily capable of providing more but just chooses not to, they are easy union targets. Employers who provide fair and competitive wages and benefits are less susceptible to this argument. Employees talk to their friends and neighbors at competing businesses and learn quickly if they are being paid less than others. To the extent that employees feel they are earning less, they will be more likely to believe that the union can get them more. Participate in wage-benefit surveys where you can and make sure you are competitive in your industry and your location. If your position in the community is not at the top of the scale, be prepared to explain why, including the trade-offs of the other non-monetary advantages of working at your company, which employees may not always focus on. The more honest you are with your employees the more likely they are to believe you when you explain that a union is not the answer to their concerns.

Why unions don't respond to "disgruntled members"

One reason for union misbehavior is that disgruntled members are often exhausted, sometimes sick, sometimes looking after new babies, or hoping to keep up appearances at the next employer. They are as unlikely to sue as people who buy fake viagra, and unions know this. In commercial terms, these members are often at the end or their relationship with the union and out of touch with new recruits. Unions know this too. A vague little implied contract is all unions need to make it very unlikely they will be sued.
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"Unions function as labor cartels. A labor cartel restricts the number of workers in a company or industry to drive up the remaining workers' wages..... Companies pass on those higher wages to consumers through higher prices, and often they also earn lower profits. Economic research finds that unions benefit their members but hurt consumers generally, and especially workers who are denied job opportunities. The average union member earns more than the average non-union worker. However, that does not mean that expanding union membership will raise wages: Few workers who join a union today get a pay raise. ....The economy has become more competitive over the past generation. Companies have less power to pass price increases on to consumers without going out of business. Consequently, unions do not negotiate higher wages for many newly organized workers. These days, unions win higher wages for employees only at companies with competitive advantages that allow them to pay higher wages, such as successful research and development (R&D) projects or capital investments. Unions effectively tax these investments by negotiating higher wages for their members, thus lowering profits. Unionized companies respond to this union tax by reducing investment. Less investment makes unionized companies less competitive. Economists consistently find that unions decrease the number of jobs available in the economy. The vast majority of manufacturing jobs lost over the past three decades have been among union members--non-union manufacturing employment has risen. Research also shows that widespread unionization delays recovery from economic downturns. Some unions win higher wages for their members, though many do not. But with these higher wages, unions bring less investment, fewer jobs, higher prices, and smaller 401(k) plans for everyone else.

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Union contracts compress wages: They suppress the wages of more productive workers and raise the wages of the less competent. Unions redistribute wealth between workers. Everyone gets the same senioritybased raise regardless of how much or little he contributes, and this reduces wage inequality in unionized companies... But this increased equality comes at a cost to employers. Often, the best workers will not work under union contracts that put a cap on their wages, so union firms have difficulty attracting and retaining top employees. "Final union contracts typically give workers group identities instead of treating them as individuals. Unions do not have the resources to monitor each worker's performance and tailor the contract accordingly. Even if they could, they would not want to do so.

Q. 5 (b) What are the two extremes of non-unionized employers? Answer :For most non-union employers, the National Labor Relations Act (NLRA) is probably not the federal statute that has drawn a great deal of attention in recent years. Given the steady decline in union membership, density, and the number of representation elections conducted over the last forty years, the lack of attention is understandable. Yet in spite of the steady decline in membership and organizing activity, the basic rights of workers to form and join unions guaranteed under the NLRA continue to be advanced by financially and politically powerful entities within the American economy. The purpose of this paper is to analyze recent US Court and NLRB decisions, examine recent union organizing initiatives, and to assess their impact on management policy and practice.
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Non-Union Contractors Welcome to Local 226's non-union contractor page. The purpose of this page is to acquaint a non-signatory contractor to the advantages of becoming a signatory contractor and to dispel some of the misconceptions about what happens once you become signatory.The notion that organized labor is no longer needed and a thing of the past is simply not true. In fact, the need for highly skilled electrical workers has never been greater.

So why should you consider becoming a signatory contractor? 1. Training

The IBEW is committed to putting the most highly trained people in the field. Our manpower pool is second to none. Highly skilled electricians are available in whatever specialty you need, most times within 24 hours with just one phone call. You specify what your requirements are and we provide the level of expertise. No more ads in the newspaper. No more going to employment agencies. No more wasted man-hours evaluating skill levels; we do the evaluation for you. No more walking away from work because you may not feel you have the experienced manpower to complete the project. What about your existing workforce? We will bring them into membership, evaluate their strengths and weaknesses and provide improvement classes where necessary to bring their abilities up to date. Local 226 provides professional personnel who have chosen the electrical industry as a career, not just for a job.

Our members are committed to these goals

Give eight for eight, which means to be where you should be on the job
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performing your assigned tasks. Give an honest days work. Use the proper tools for the job at hand. Be a safe employee and point out unsafe conditions to others. Be a drug- and alcohol-free worker. Be an ambassador for our industry; make sure our customers would want to hire you again. Listen to and carry out work assignments in a timely fashion. Use materials in an appropriate manner, thus eliminating waste. Have a positive attitude about your work on and off the job. Honor the provisions of your collective bargaining agreement.

2. Wages and Benefits - Our agreements are negotiated between the National
Electrical Contractors Association and Local 226. Negotiations provide continual renewal to the commitment by management and labor to provide the best product at a reasonable cost. If the signatory contractor cannot compete, we as a union cannot long survive. Being fair, the wage and benefit structure not only takes into consideration what it takes to compete, but also what it takes to assure a stable workforce. We are a partnership. Our Health and Welfare plan, for example, is selfinsured and provides excellent coverage at a very reasonable cost. We also have an excellent defined Benefit Pension Plan. Both you and your office employees can participate under certain circumstances.

3. Manpower Pool - Probably one of our strongest selling points is our member
pool. Contractors who sign with Local 226 express that getting the right manpower at the right time is a big problem. Often, the difference between making a profit and suffering a loss is having the manpower to get the job done. Newspaper ads attract, at best, semi skilled workers who tell you in the office they can do it all, but in the field, more often than not, prove otherwise. What about going through employment agencies? Did you know that if you hire someone through one of these trade agencies and that worker gets hurt, your
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worker's compensation insurance may not cover them and leave you open for a third-party lawsuit? Electrical work requires a level of expertise that employment agencies cannot provide. All members who graduate our apprenticeship program have successfully completed 5 yrs classroom and OJT, are KS State certified for licensing, are safety trained, first aid and cpr certified, NFPA 70E Training and OSHA 10 certified, can read blueprints, are trained in installation and fabrication of all types of conduit, have basic transformer connection and moter control skills, have extesnive training in all areas of NEC. Have comprehensive AC & DC theory training. More new training is implemented each year and continuing education classes are offered for all members. Manpower should be a business decision, where the manpower comes from should be of no consequence. Your decision should be based on value and getting the best employees for dollars spent, much the same way you decide on which supply house to use. Local 226 simply supplies the best for the money. Local 226 provides the vehicle for you to run and grow your business. Whether you need manpower for one day or one year, we have the trained personnel to respond. So where do you go from here? While a web page can be helpful in getting some points across, the reality is that most electrical contractors have specific concerns and needs. The only way to address these issues is on an individual basis, one-onone. Local 226 has a no commitment, no obligation policy that allows a contractor to hear firsthand what the IBEW has to offer. Then, and only then, can you make the decision if the IBEW is right for your company.

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