Bargaining for Competitiveness: Law, Research, and Case by Richard N. Block (Editor)

By Richard N. Block (Editor)

This e-book deals an research of the connection between collective bargaining, company competitiveness, and employment protection/creation within the usa. The members supply an outline of the systemic views of collective bargaining, then persist with with 4 instructive case experiences that offer insights into the method of collective bargaining and its present prestige within the evolving U.S. labor-management process.

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Additional info for Bargaining for Competitiveness: Law, Research, and Case Studies 2003

Sample text

While the TLFeBOOK Competitiveness and Employment Protection and Creation 41 law enables collective bargaining to be used for this purpose, the law does not require it. In addition, the decentralized structure of unionization permits employers to explore competitiveness options away from the union. Legal ambiguity about whether firm investment decisions are negotiable, along with associated litigation, reduces the likelihood that collective bargaining will be used to address competitiveness and job security.

Its purpose was to “address the role of collective bargaining in helping the United States maintain a rising standard of living in an increasingly competitive world economy” (Collective Bargaining Forum 1988). In April 1999, the forum issued a report entitled Principles for New Employment Relationships, which continued the theme of the importance of collective bargaining and mutual respect between employers and unions. Among the principles to which the report urged adherence were: acceptance in practice by union leaders and members of their responsibility to work with management to improve the economic performance of their enterprises in ways that serve the interests of workers, consumers, shareholders, and society and acceptance by corporations of employment security, the continuity of employment for its workforce, as a major policy objective that will figure as importantly in the planning process as product development, marketing, and capital requirements.

Summarizing studies published in the 1980s Voos and Eaton (1992) observed that the evidence suggested that up to 65 percent of unionized firms in the surveys examined had created some form of innovation that could be considered to have a competitiveness-based rationale. The most frequent innovations were information sharing and employee surveys, at over 60 percent of the surveyed unionized firms. Fifty-one percent of the firms and unions in one survey had created quality circles, 29–46 percent had instituted some profit sharing, and 40 percent had established at least one participatory program.

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