The Union-Management Framework: Thirteen
The Union-Management Framework: Thirteen
The Union-Management Framework: Thirteen
The Union-
13
Management
Framework
Chapter
Thirteen
Learning Objectives
1. Discuss the major reasons why workers join unions.
2. Describe the structure of Canadian unions.
3. Summarize the core legal principles relating to collective bargaining.
4. Explain how a union organizing campaign is carried out.
5. Outline the key steps in negotiating a union contract.
6. List common techniques to resolve disputes.
7. Describe how unions affect the human resource management
environment.
8. Suggest ways to build union–management cooperation.
Union Defined
• A union is an organization with the legal authority to
represent workers, negotiate the terms and
conditions of employment with the employer, and
administer the collective agreement
– Unions do not just happen—caused by management
action or inaction that workers perceive as unfair
Collective Agreement
• Contract negotiated between the union and
employer outlining terms and conditions of
employment
– Addresses a variety of issues (e.g., wages and benefits, hours of
work, working conditions, grievance procedures)
– Places restrictions on management’s rights in managing
the workplace
• Mostcollective agreements
Strikes are settled without a strike or
lockout
• Relationship between
Productivity unionization and productivity
is subject to debate
Good faith
Conciliation
Common Core bargaining
of Labour
Legislation
Prohibition of No strikes or
unfair labour lockouts during
practices agreement
© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 13-14
CANADIAN HUMAN RESOURCE MANAGEMENT
Contract Provisions
• Union Shop
– All workers must join the union in specified time
• Dues Check-off/Rand Formula
– Employer must deduct union dues from employees’
wages and remit funds to the union
• Seniority
– Used for determining order of promotions, etc.
• Discipline
– Employer must have “just cause” to dismiss
Evaluate based
Train workers Establish fair
on performance standards
& managers
Labour-Management Cooperation
• Increasing acceptance that labour and management
must cooperate
• Cooperative methods include:
– Prior consultation with union leaders
– Sincere concern for employee welfare
– Training programs
– Joint study committees to find solutions
– Third parties who provide guidance and programs