Chapter
6
Training Employees
What Do I Need to Know?
Discuss how to link training programs to
C H 1.Aorganizational
P T Eneeds.
R
10
2. Explain how to assess the need for training.
3. Explain how to assess employees’ readiness for
training.
4. Describe how to plan an effective training
program.
5. Compare widely used training methods.
6. Summarize how to implement a successful
training program.
7. Evaluate the success of a training program.
8. Describe training methods for employee
orientation and diversity management.
© 2005 McGraw-Hill Ryerson Ltd.
Collective Bargaining and
Labour Relations
2 of 19
Unionization Issues at Wal-Mart
Wal-Mart recently dealt
a decisive blow to
unions when it
announced the closure
of the first Wal-Mart
store to successfully
certify in North America
in almost a decade.
Several applications for
union certification at
Wal-Mart stores in
Canada are pending or
under appeal.
© 2005 McGraw-Hill Ryerson Ltd.
3 of 19
Role of Unions & Labour Relations
„
„
Unions are organizations formed for the
purpose of representing their members’
interests in dealing with employers
Labour relations is the field that
emphasizes skills managers and union
leaders can use to minimize costly
forms of conflict and seek win-win
solutions to disagreements
© 2005 McGraw-Hill Ryerson Ltd.
1
7 of 19
4
21
16
Types of Unions
Local Unions
• Basic unit where most dayto-day interaction between
labour and management
occurs
Industrial Unions
• Members are linked by their
work in a particular industry
Craft Unions
• Members all have a
particular skill or occupation
e.g. electricians
National/International Unions
• Associations that seek to
advance the shared
interests of members e.g.
CLC, AFL-CIO
© 2005 McGraw-Hill Ryerson Ltd.
4 of 19
5
21
Largest Unions in Canada
© 2005 McGraw-Hill Ryerson Ltd.
.
4 of 19
6
21
Union Membership
© 2005 McGraw-Hill Ryerson Ltd.
.
2
4 of 19
7
21
Union Density by Province
© 2005 McGraw-Hill Ryerson Ltd.
.
8 of 19
21
Impact on Company Performance
„
Decrease productivity?
„
„
„
Due to work rules and limits on workloads set
by union contracts
Production lost to union actions e.g. strikes
Increase productivity?
„
„
„
Reduce turnover
Seniority-based pay systems encourage
cooperation
Forces employer to improve management
practices
© 2005 McGraw-Hill Ryerson Ltd.
7 of 19
9
21
16
Goals of Each Group
Management
• Continue to emphasize restraining
costs and improving output
• Flexibility
Labour Unions
• Obtaining pay and working
conditions that satisfy members
• Give members a voice in decisions
Society
• Ensuring neutral rules to provide
balance of power between unions
and employers
© 2005 McGraw-Hill Ryerson Ltd.
3
10
7 of
of16
21
19
Main Features of Labour
Legislation
Unfair labour
practices
Methods to
certify
Accept the
union
Bargain in
good faith
Labour
Legislation
LRBs
Strikes &
lockouts
Length of
agreement
Deduct
union dues
© 2005 McGraw-Hill Ryerson Ltd.
11
7 of
of16
21
19
Unfair Labour Practices
Management
„
„
„
Interfering in the
formation of a union or
contributing financially
Discriminating based on
union membership or
because employee
exercises rights
Intimidating or coercing
an employee to join/not
join
Unions
„
„
„
„
Trying to bargain when
the union is not the
certified agent
Persuading employees
during working hours, or
at the workplace
Illegal strikes
Failing to represent
employees fairly
© 2005 McGraw-Hill Ryerson Ltd.
11
12
7 of
8
of21
16
20
19
Union Organizing
Union
Union reps
reps
contact
contact
employees
employees
Employees
sign
applications
Union
applies to
LRB for
certification
Employer
Employer
recognition
recognition
© 2005 McGraw-Hill Ryerson Ltd.
4
13
8 of
of21
19
Collective Bargaining
Collective bargaining is the negotiation
between union representatives and
management to arrive at an agreement
defining conditions of employment
„
„
„
„
Distributive bargaining
Integrative (mutual gains)
Attitudinal structuring
Intraorganizational bargaining
© 2005 McGraw-Hill Ryerson Ltd.
Typical Provisions of
Collective Agreements
13 of 19
14
21
Rights of parties
-Recognition of union security
-Management rights to test
-Employee rights/security
Organization of work
-Technological change
- Distribution of work
Labour relations
Education, training and
development
Conditions of work
- Work schedule
- Overtime
- Job security & termination
- Pay
- Leaves & vacation
- Benefits
- Provisions relating to partpart-time
© 2005 McGraw-Hill Ryerson Ltd.
15 of 19
21
Strikes and Lockouts
„
Strike
„
„
A collective decision by union members not
to work or to slow down until certain
demands or conditions are met
Lockout
„
A closure of a place of employment or
refusal of the employer to provide work as
a way to compel employees to agree to
certain demands or conditions
© 2005 McGraw-Hill Ryerson Ltd.
5
16
9 of
of21
19
Number of Strikes & Lockouts
© 2005 McGraw-Hill Ryerson Ltd.
11 of 19
17
21
Resolving Conflicts
Mediation
• Least formal
• Facilitate the negotiation
• No formal authority for resolution
Conciliation
• Report views of both sides
• May recommend settlement but
parties may decline
Arbitration
• Determines a binding settlement
© 2005 McGraw-Hill Ryerson Ltd.
13 of 19
18
21
Employee-Initiated Grievance
© 2005 McGraw-Hill Ryerson Ltd.
6
19
8 of
of21
19
Labour-Management Cooperation
„ Employee
involvement in decisionmaking
„ Teams
„ Joint Labour-Management
Committees
„ Effective day-to-day relationship
© 2005 McGraw-Hill Ryerson Ltd.
7