The Grievance Process in Labor-Management Cooperation

The Grievance Process in Labor-Management Cooperation

The Grievance Process in Labor-Management Cooperation

The Grievance Process in Labor-Management Cooperation

Synopsis

In this ground-breaking book, Duane argues that companies of the 1990s will derive their real competitive advantage from labor-management cooperation. At the heart of labor-management cooperation is the grievance process. Accordingly, over 40 practical propositions considering the determinants of forward-looking grievance resolution are identified and discussed. Whether you are interested in the rapidly changing industrial-relations environment or actually work in the labor-relations field, this book is a most valuable resource.

Excerpt

Labor-management cooperation has become an integral part of what Kochan,Katz, and McKersie (1986) call the "transformation of American industrial relations." Responding to this observation, Chelius and Dworkin (1990, p. 1) note that during the 1980s "many aspects of the relationship between employers and employees have changed substantially. In numerous settings there has been an increase in the level of employee participation, with the focus ranging from limited workplace issues to broad strategic aspects of business operations." But, since it is generally assumed that the principles by which management and unionized workers operate are not only different, but conflicting, why would these parties even entertain the idea of cooperating with each other? A fundamental understanding of bargaining theory will provide some insight into this issue.

Within the traditional collective bargaining relationship, labor and management attempt to achieve their individual objectives by exercising their relative bargaining power. As president of the American Federation of Labor (AFL), William Green popularized the phrase bargaining power by repeatedly referring to it in his testimony before the Senate Education and Labor Committee in . . .

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