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Sunday, February 9, 2020 | History

2 edition of Labor-management contracts and technological change found in the catalog.

Labor-management contracts and technological change

Diebold Institute for Public Policy Studies.

Labor-management contracts and technological change

case studies and contract clauses.

by Diebold Institute for Public Policy Studies.

  • 344 Want to read
  • 40 Currently reading

Published by Praeger in New York .
Written in English

    Subjects:
  • Collective labor agreements -- United States.,
  • Technological innovations -- United States.

  • Edition Notes

    Bibliography: p. 347-348.

    StatementEdited by Herbert J. Blitz. Introd. by David L. Cole.
    SeriesPraeger special studies in U.S. economic and social development
    ContributionsBlitz, Herbert J.
    Classifications
    LC ClassificationsKF3408 .D5
    The Physical Object
    Paginationxxi, 348 p.
    Number of Pages348
    ID Numbers
    Open LibraryOL14710445M

    Workers and their representatives now sit Labor-management contracts and technological change book the boards of 17 companies. For example, the presence of a Ghent system where unions are responsible for the distribution of unemployment insurance and of centralized collective bargaining organized at a national or industry level as opposed to local or firm level have both been shown to give unions more bargaining power and to correlate positively to higher rates of union density. One important benefit of early involvement is that maintenance and ramp workers have the best understanding of the work environment and can provide key information to help with LOSA development. Inworks councillors from all VW plants adopted the union program. The committee has not explored how far it in reasonable to go toward joint planning of technology and other matters of mutual concern. This book demonstrates the importance of a historical perspective in understanding the role of technological innovation in the economy.

    The General Accounting Office data show that by unionized companies reported more use of teamwork than nonunion companies. Chapter 1, the introduction, tells of the effect of technological change on employment and presents the organization of the report. Frequently one finds that these rules originate in serious problems of employment insecurity or grave deficiencies in the security or recognition of trade unions. More regular users of this concept, of course, are professional labor and management representatives, and elected union stewards and other officials as well as elected members of public bodies that deal with employee groups, such as school boards.

    Innovation deserves more emphasis in firm performance measures and more sustained support in public policy. Thus, workers need not be connected organizationally to others around the world to effectively influence the behavior of a transnational corporation. Today the question is: What should unions do? But profit sharing does not require a fundamental restructuring of a company and is a weak motivator unless accompanied by employee participation. Employment growth is likely to be most rapid in sectors that historically have not had extensive union representation, which means that internal pressures for monitoring workplace health and safety may be less intense within some firms.


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Labor-management contracts and technological change by Diebold Institute for Public Policy Studies. Download PDF Ebook

Personnel planning requires care in both unionized and nonunionized settings. The American Federation of Laborfounded in and led by Samuel Gompers until his death inproved much more durable. The unions campaigned vigorously for years to repeal the law but failed. None of the companies visited reported any involuntary loss of employment directly attributable to technological change.

Employers could hold "captive meetings," bring workers into the office and chew them out for thinking about the Union. The book provides a uniquely Labor-management contracts and technological change book and cohesive look at the University of California's complex relationships with regional entrepreneurs.

Public sector unions are regulated partly by federal and partly by state laws. It will be difficult Labor-management contracts and technological change book union and manageannt to agree on reducing job classifications when bumping rights and shift preferences are based on seniority in classifi- cations.

Collective bargaining is the only American institution that gives workers the ability to claim both kinds of protection—from outside and inside. For example, the presence of a Ghent system where unions are responsible for the distribution of unemployment insurance and of centralized collective bargaining organized at a national or industry level as opposed to local or firm level have both been shown to give unions more bargaining power and to correlate positively to higher rates of union density.

As Susan Mohrman and Susan Cohen write in a chapter from The Changing Nature of Work: "We have been socialized to value individual responsibility and individual achievement, and feel discomfort with the thought of relying on others. The technologies of product design and manufacture within this envi- ronment relied on long production runs of standardized goods, a system that was developed to defray the high costs of specialized capital equipment.

Thin task is complicated by the blurring of distinctions between professional and shop-floor work with AMT. It also has formed ESOP partnerships with management in healthy companies. Fewer job classifications in any 66 plant means that straight seniority will eventually play a greater role in determining bumping and shift prefer- ences; a plant with a single job classif ication would have a pure seniority system.

What Should Unions Do?

In cases in which the characteristics and performance of new technologies are Labor-management contracts and technological change book well understood by managers prior to adoption, worker input into the design and purchase of this equipment can contrib- ute significantly to the productivity of the new technology.

During the late s, the Landrum Griffin Act of passed in the wake of Congressional investigations of corruption and undemocratic internal politics in the Teamsters and other unions. While plants that do previously subcon- tracted work may not suffer loss of employment, the companies that lost the work probably Labor-management contracts and technological change book.

The blurring of boundaries also affects organizational roles. Management pays the average worker less for performing relatively low.

Links to Related Articles. Kruse of Rutgers University chart the startling rise in employee ownership at publicly traded U.Department of Veterans Affairs Labor Management Relations | DVA /AFGE Master Agreement ix Section - 1 This Master Agreement is made between the Department of Veterans Affairs (the Department) and the American Federation of Government Employees (AFGE) National Veterans Affairs Council of Locals (the Union).

Section - 2. Grievance Arbitration: Issues on the Merits in Discipline, Discharge, and Contract Interpretation. By Arnold M. Zack. Lexington, MA, Lexington Books, pp.

$ Grievance procedures with arbitration are now routinely included in almost all private sector labor-management agreements and in most public sector agreements. Featherbedding is the practice of hiring more workers than are needed to perform a given job, or to adopt work procedures which appear pointless, complex and time-consuming merely to employ additional workers.

The term "make-work" is sometimes used as a synonym for tjarrodbonta.com term "featherbedding" is usually used by management to describe behaviors and rules sought by workers.A Labor-Management Contract is an agreement made between the workers and the leadership pdf a company.

Pdf is binding and enforceable in court. These agreements protect the rights of both the employees and company. Attorneys for both sides of the agreement establish the wage rates, working conditions, and benefits that employees will receive.The Effects of Technological and Organizational Changes on Employment and Labor-Management Relations in the Electronic Media Industry By: Maria Figueroa, Director or Labor and Industry Research, CornellILR Lois Gray, Professor Emeritus, Cornell ILR with assistance from Daniel Cerio, Researcher, Cornell ILR Sloan Industry Studies Annual Conference.LABOR/MANAGEMENT AGREEMENT.

BETWEEN. UNITED STAFF-UNM, LOCAL AND. Mexico Ebook Relations Resolution, the Resolution shall control. D. Where there is a conflict between the provisions of this Agreement and any for this change.