Working with Labor Unions.docx

Chapter 12 Working with Labor Unions 0635000Author Chapter Notes 08636000 This chapter discusses history of unions, labor union laws, how to go through the collective bargaining process, and how to handle grievances and administer the union contract. Although only 11.9% of American workers belong to a union, this is still a high enough number that statistically, many of our students will be working in a unionized shop, hence the importance of this chapter. 0635000Section 1 Learning Objectives 08636000 1. Be able to discuss the history of labor unions. 2. Explain some of the reasons for a decline in union membership over the past sixty years. 3. Be able to explain the process of unionization and laws that relate to unionization. 0635000Section Notes 08636000 A labor union, or union, is defined as workers banding together to meet common goals, such as better pay, benefits, or promotion rules. In the United States, 11.9 percent of American workers belong to a union, down from 20.1 percent in 1983. Why join a union? People may feel their economic needs are not being met with their current wages and benefits and believe that a union can help them receive better economic prospects. Fairness in the workplace is another reason why people join unions. They may feel that scheduling, vacation time, transfers, and promotions are not given fairly and that a union can help eliminate some of the unfairness associated with these processes. National Labor Union, formed in 1866, paved the way for other labor organizations. The goal of the NLU was to form a national labor federation that could lobby government for labor reforms on behalf of the labor organizations. Their main focus was to limit the workday to eight hours. While the NLU garnered many supporters, it excluded Chinese workers and only made some attempts to defend the rights of African-Americans and female workers. The NLU can be credited with the eight-hour workday, which was passed in 1862. Knights of Labor started as a fraternal organization, and when the NLU dissolved, the Knights grew in popularity as the labor union of choice. The Knights promoted the social and cultural spirit of the worker better than the NLU had. It originally grew as a labor union for coal miners but also covered several other types of industries. American Federation of Labor (AFL) was formed in 1886, mostly by people who wanted to see a change from the Knights of Labor. The focus was on higher wages and job security. Infighting among union members was minimized, creating a strong organization that still exists today. Congress of Industrial Organizations (CIO) was formed in the 1930s as a result of political differences in the AFL. In 1955, the two unions joined together to form the AFL-CIO. AFL-CIO is the largest federation of unions in the United States and is made up of fifty-six national and international unions. The goal of the AFL-CIO isn’t to negotiate specific contracts for employees but rather to support the efforts of local unions throughout the country. Main national unions today: AFL-CIO: local unions include Airline Pilots Association, American Federation of Government Employees, Associated Actors of America, Federation of Professional Athletes CTW (Change to Win Federation): includes the Teamsters, Service Employees International Union, United Farm Workers of America, and United Food and Commercial Workers Independent unions: Directors Guild of America, Fraternal Order of Police, Independent Pilots Association, Major League Baseball Players Association Main goals of national unions: Lobbies in government for worker rights laws Resolves disputes between unions Helps organize national protests Works with allied organizations and sponsors various programs for the support of unions The main union challenges today include: a decrease in union membership, globalization, and employers’ focus on maintaining nonunion status. Railway Labor Act (RLA) of 1926 originally applied to railroads and in 1936 was amended to cover airlines. The act received support from both management and unions. The goal of the act is to ensure no disruption of interstate commerce. The main provisions of the act include alternate dispute resolution, arbitration, and mediation to resolve labor disputes. Norris-LaGuardia Act of 1932 (also known as the anti-injunction bill), barred federal courts from issuing injunctions (a court order that requires a party to do something or refrain from doing something) against nonviolent labor disputes and barred employers from interfering with workers joining a union. The act was a result of common yellow-dog contracts, in which a worker agreed not to join a union before accepting a job. Wagner Act (sometimes called the National Labor Relations Act) was passed, changing the way employers can react to several aspects of unions. The Wagner Act had a few main aspects: Employers must allow freedom of association and organization and cannot interfere with, restrain, or coerce employees who form a union. Employers may not discriminate against employees who form or are part of a union, or those who file charges. An employer must bargain collectively with representation of a union. National Labor Relations Board (NLRB) oversees this act, handling any complaints that may arise from the act. Taft-Hartley Act also had major implications for unions. Passed in 1947, Taft-Hartley amended the Wagner Act. The act was introduced because of the upsurge of strikes during this time period. While the Wagner Act addressed unfair labor practices on the part of the company, the Taft-Hartley Act focused on unfair acts by the unions. For example, it outlawed strikes that were not authorized by the union, called wildcat strikes. It also prohibited secondary actions (or secondary boycotts) in which one union goes on strike in sympathy for another union. Landrum Griffin Act, also known as the Labor Management Reporting and Disclosure (LMRDA) Act, was passed in 1959. This act required unions to hold secret elections, required unions to submit their annual financial reports  to the U.S. Department of Labor, and created standards governing expulsion of a member from a union. This act was created because of racketeering charges and corruptions charges by unions. In fact, investigations of the Teamsters Union found they were linked to organized crime, and the Teamsters were banned from the AFL-CIO.   National Labor Relations Board (NLRB) oversees this act, handling any complaints that may arise from the act. The process for starting a union includes the following steps: Union may contact people working for a company, or employees may contact the union directly. Signatures are gathered, must have at least 30% of signatures to move forward with the process. National Labor Relations board is then requested to hold a secret ballot election or can use a card check method, by which 51% of employees show their interest, and the company accepts this as union (as opposed to holding an election) Employers cannot do the following things during this process: Once the NLRB is involved, there are many limits as to what the employer can say or do during the process to prevent unionization of the organization. It is advisable for HR and management to be educated on what can legally and illegally be said during this process. It is illegal to threaten or intimidate employees if they are discussing a union. You cannot threaten job, pay, or benefits loss as a result of forming a union. Strategies and phases for union organization Phase 1: Your organization is union free and there is little or no interest in unionizing. Phase 2: You learn that some employees are discussing unionization or you learn about specific attempts by the union to recruit employees. Phase 3: You receive a petition from the National Labor Relations Board filed by a union requesting a unionization vote. Because of increased costs and operational efficiency, it is normally in a company’s best interest to avoid unionization. While in phase 1, it is important to review employee relations programs including pay, benefits, and other compensation. Ensure the compensation plans are fair so employees feel fairly treated and have no reason to seek the representation of a union. You hear of unionization talk in your organization. The goal here is to prevent the union from gaining support to ask for a National Labor Relations Board election. Since only 30 percent of employees need to sign union cards for a vote to take place, this phase to avoid unionization is very important. During this time, HR professionals and managers should respond to the issues the employees have and also develop a specific strategy on how to handle the union vote, should it get that far. In phase 3, familiarization with all the National Labor Relations Board rules around elections and communications is important. With this information, you can organize meetings to inform managers on these rules. Things that can be said to employees to receive a “no” vote: Union dues are costly. Employees could be forced to go on strike. Employees and management may no longer be able to discuss matters informally and individually. Unionization can create more bureaucracy within the company. Individual issues may not be discussed. Many decisions within a union, such as vacation time, are based on seniority only. 0635000Key Takeaways 08636000 ? Union membership in the United States has been slowly declining. Today, union membership consists of about 11.9 percent of the workforce, while in 1983 it consisted of 20 percent of the workforce. ? The reasons for decline are varied, depending on whom you ask. Some say the moving of jobs overseas is the reason for the decline, while others say unions’ hard-line tactics put them out of favor. ? Besides declining membership, union challenges today include globalization and companies’ wanting a union-free workplace. ? The United States began its first labor movement in the 1800s. This was a result of low wages, no vacation time, safety issues, and other issues. ? Many labor organizations have disappeared, but the American Federation of Labor (AFL) still exists today, although it merged with the Congress of Industrial Organizations (CIO) and is now known as the AFL-CIO. It is the largest labor union and represents local labor unions in a variety of industries. ? The United States has a low number of union members compared with other countries. Much of Europe, for example, has over 30 percent of their workforce in labor unions, while in some countries as much as 50 percent of the workforce are members of a labor union. ? Legislation has been created over time to support both labor unions and the companies who have labor unions. The Railway Labor Act applies to airlines and railroads and stipulates that employees may not strike until they have gone through an extensive dispute resolution process. The Norris-LaGuardia Act made yellow-dog contracts illegal and barred courts from issuing injunctions. ? The Wagner Act was created to protect employees from retaliation should they join a union. The Taft-Hartley Act was developed to protect companies from unfair labor practices by unions. ? The National Labor Relations Board is the overseeing body for labor unions, and they handle disputes between companies as well as facilitate the process of new labor unions in the developing stages. Their job is to enforce both the Wagner Act and Taft-Hartley Acts. ? The Landrum Griffin Act was created in 1959 to combat corruption in labor unions during this time period. ? To form a union, the organizer must have signatures from 30 percent of the employees. If this occurs, the National Labor Relations Board will facilitate either a card check to determine more than 50 percent of the workforce at that company is in agreement with union representation. If the company does not accept this, then the NLRB holds secret elections to determine if the employees will be unionized. A collective bargaining agreement is put into place if the vote is yes. ? Companies prefer to not have unions in their organizations because it affects costs and operational productivity. Companies will usually try to prevent a union from organizing in their workplace. ? Managers are impacted when a company does unionize. For example, management rights are affected, and everything must be guided by the contract instead of management prerogative. 0635000Exercises and Solutions 08636000 1. Visit the National Labor Relations Board website. View the “weekly case summary” and discuss the case in at least two paragraphs and state your opinion. Answers: Of course these results will change on a weekly basis. For example, as of this writing, once in the NLRB website, look under cases and decisions, then choose weekly summaries. Some examples include actions against Bruce Packing Company, who was found to have violated a section of the contract based on the way four workers were laid off. The types of cases listed in this weekly summary often show blatant disregard for union contracts and the law, which further proves the point that the HR manager is responsible for understanding the guiding principles of the union contract, and making sure they are followed. 2. Do you agree with unionization within organizations? Why or why not? List the advantages and disadvantages of unions to the employee and the company. Answer: Depending on time and your class, this can make for a good class debate. Have one side take the “Unions are an important part of society” versus “Unions do not add value to society” and give each group 15 minutes to come up with opening statements, then they have 2 minutes to share their opening statement. Then, they can work in groups for another 15 minutes and then have 5 minutes to present rebuttal. The class then votes on the most compelling argument. If you are teaching an online class, this can also be done via class discussion. 0635000Extra Discussion Question 08636000 Review the unionization process (Figure 12.4). At which of these phases are the managers not allowed to say certain things to employees? What are the things that are disallowed? How can this be communicated to managers? Answer: Once the NLRB is involved, in the signatures phase, managers may not threaten, intimidate on areas such as job pay or benefits loss as a result of forming a union. HR professionals should provide training to all management staff on the legalities of this process. 0635000Key Terms 08636000 labor union A group of workers who band together to meet common goals, such as better pay, benefits, or promotion rules. union steward An elected person with the organization who represents the interests of union members. Railway Labor Act (RLA) Passed in 1926, the act applies to railroads and airlines. The goal of the act is to ensure no disruption of interstate commerce. Norris-LaGuardia Act Passed in 1932 (also known as the anti-injunction bill), this act barred federal courts from issuing injunctions against nonviolent labor disputes and barred employers from interfering against workers joining a union. yellow-dog contracts Before the Norris-LaGuardia Act, in which a worker agreed to not join a union before accepting a job. Wagner Act A law passed in 1935 that changed the way employers can react to several aspects of unions and unionization. National Labor Relations Board (NLRB) The organization that oversees and enforces the Wagner and Taft-Hartley acts. They handle unfair labor practice complaints and facilitate unionization efforts. wildcat strikes Strikes not authorized by the union and considered illegal according to the Taft-Hartley Act. Taft-Hartley Act An act passed in 1947 that put several restrictions on unions. It amended the Wagner Act. secondary actions Made illegal by the Taft-Hartley Act, which disallowed a union from going on strike in sympathy for another union. Landrum Griffin Act An act passed in 1959 that is supposed to limit corruption in unions by requiring secret elections and reporting of financial information. union salting A union strategy that encourages union supporters to apply for jobs in nonunion environments to actively work to unionize other employees when they are hired. 0635000Section 2 Learning Objective 08636000 1. Be able to describe the process of collective bargaining. 2. Understand the types of bargaining issues and the rights of management. 3. Discuss some strategies when working with unions. 0635000Section Notes 08636000 In any bargaining agreement, certain management rights are not negotiable, including the right to manage and operate the business, hire, promote, or discharge employees. However, in the negotiated agreement the union may outline a process for how these processes should work. Checkoff provision may be negotiated. This provision occurs when the employer, on behalf of the union, automatically deducts dues from union members’ paychecks. This ensures that a steady stream of dues is paid to the union. A union shop requires a person to join the union within a certain time period of joining the organization. In right-to-work states a union shop may be illegal. Twenty-two states have passed right-to-work laws, as you can see in Figure 12.6. These laws prohibit a requirement to join a union or pay dues and fees to a union. To get around these laws, agency shops were created. An agency shop is similar to a union shop in that workers do not have to join the union but still must pay union dues. Agency shop union fees are known as agency fees and may be illegal in right-to-work states. A closed shop used to be a mechanism for a steady flow of membership. In this arrangement, a person must be a union member to be hired. This, however, was made illegal under the Taft-Hartley Act. According to a study by CNBC, all twenty-two right-to-work states are in the top twenty-five states for having the best workforces. However, according to the AFL-CIO, the average worker in a right-to-work state makes $5,333 less per year than other workers. Wages, health and safety, management rights, work conditions, and benefits fall into the mandatory category. Permissive topics are those that are not required but may be brought up during the process. An example might include the requirement of drug testing for candidates or the required tools that must be provided to the employee to perform their jobs, such as a cellular phone or computer. It is important to note that while management is not required by labor laws to bargain on these issues, refusing to do so could affect employee morale. We can also classify bargaining issues as illegal topics, which obviously cannot be discussed. These types of illegal issues may be of a discriminatory nature or anything that would be considered illegal outside the agreement. Examples of bargaining topics: Pay rate and structure Health benefits Incentive programs Job classification Performance assessment procedure Vacation time and sick leave Health plans Layoff procedures Seniority Training process Severance pay Tools provided to employees Steps in the collective bargaining process The first step is the preparation of both parties. The negotiation team should consist of individuals with knowledge of the organization and the skills to be an effective negotiator. An understanding of the working conditions and dissatisfaction with working conditions is an important part of this preparation step. Establishing objectives for the negotiation and reviewing the old contract are key components to this step. The management team should also prepare and anticipate union demands, to better prepare for compromises. The second step of the process involves both parties agreeing on how the timelines will be set for the negotiations. In addition, any ground rules for how the negotiation will occur is an important step, as it lays the foundation for the work to come. In the third step, each party comes to the table with proposals. It will likely involve initial opening statements and options that exist to resolve any situations that exist. The key to a successful proposal is to come to the table with a “let’s make this work” attitude. An initial discussion is had and then each party generally goes back to determine which requests they can honor and which they can’t. At this point, another meeting is generally set up to continue further discussion. Once the group (and this may take many months and proposals) comes to an agreement or settlement, a new contract is written and the union members vote on whether to accept the agreement. If the union doesn’t agree, then the process begins all over again. Bargaining Impasse occurs when the two parties are unable to reach consensus on the collective bargaining agreement. Economic strike is a strike stemming from unhappiness about the economic conditions during contract negotiations. The goal of an unfair labor practices strike is to get the organization to cease committing what the union believes to be an unfair labor practice. The goal of a lockout, which prevents workers from working, is to put pressure on the union to accept the contract. Slowdowns, an intentional reduction in productivity A sick-out is when members of a union call in sick, making it legal since they are using allotted time, while a walk-out is an unannounced refusal to perform work. 0635000Key Takeaways 08636000 A union has two goals: to add new members and to collect dues. In a check-off provision of a contract, this compels the organization to take union dues out of the paycheck of union members. In a union shop, people must join the union within a specified time period after joining the organization. This is illegal in right-to-work states. An agency shop is one where union membership is not required but union dues are still required to be paid. This may also be illegal in right-to-work states. Made illegal by the Taft-Hartley Act, a closed shop allow only union members to apply and be hired for a job. Collective bargaining is the process of negotiating the contact with union representatives. Collective bargaining, to be legal, must always be done in good faith. There are three categories of collective bargaining issues. Mandatory issues might include pay and benefits. Permissive bargaining items may include things such as drug testing or the required equipment the organization must supply to employees. Illegal issues are those things that cannot be discussed, which can include issues that could be considered discriminatory. The collective bargaining process can take time. Both parties prepare for the process by gathering information and reviewing the old contract. They then set timelines for the bargaining and reveal their wants and negotiate those wants. A bargaining impasse occurs when members cannot come to an agreement. When a bargaining impasse occurs, a strike or lockout of workers can occur. An economic strike occurs during negotiations, while an unfair labor practices strike can occur anytime, and during negotiations. A sick-out can also be used, when workers call in sick for the day. These strategies can be used to encourage the other side to agree to collective bargaining terms. Some tips for working with unions include knowing and following the contract, involving unions in company decisions, and communicating with transparency. 0635000Exercises and Solutions 08636000 1. Research negotiation techniques, then list and describe the options. Which do you think would work best when negotiating with unions? Answer: First, come to the table looking for a win-win situation. An adversarial attitude does not help with the negotiations. Make sure you know what you can give up and what you can’t before you meet at the table. Make sure written requests for information are provided and requested ahead of the negotiations. Keep attitudes in check and do not walk away from the table refusing to bargain. 2. Of the list of bargaining issues, which would be most important to you and why? Answer: For most people, pay and benefits will be the most important. While this may be true, you can point out that being given the right tools to do the job can be equally important. The way the organization handled promotions can be equally important as well. 0635000Extra Discussion Question 08636000 Why would an organization agree to a check off provision, knowing it will cost time and money to implement? Answer: As part of the bargaining process, it could be a concession that is given in order to receive something in return. For example, as opposed to increasing pay wages by 3%, the company may determine it will only cost 1% for checkoff provision, thereby saving money—and therefore making sense to offer this as an alternative. 0635000Key Terms 08636000 collective bargaining The process of negotiations between the company and representatives of the union. checkoff provision The employer, on behalf of the union, automatically deducts dues from union members’ paychecks. union shop Requires a person to join the union within a certain time period of joining the organization. right-to-work states Laws passed in twenty-two states that prohibit requirements to join a union or pay dues and fees to a union. agency shop Similar to a union shop, except that workers do not have to join the union but still must pay union dues. agency fees The fees charged by an agency shop. May be illegal in right-to-work states. closed shop A type of union agreement in which a person must be a union member to be hired, but was made illegal under the Taft-Hartley Act. mandatory category A collective bargaining topic, such as wages, that must be discussed in the agreement. permissing topic Topics in collective bargaining that are not mandatory but still topics of discussion, such as drug testing. illegal topic A bargaining topic that is illegal in both the bargaining agreement and within society, such as plans to discriminate against a specific group in employment. bargaining impasse Inability to agree on a contract. economic strike A strike based on unhappiness of economic conditions. unfair labor practices strike The goal is to get the organization to cease committing what the union believes to be an unfair labor practice; this kind of strike does not need to occur during negotiations. lockout When organizations do not allow workers to go to work. strike Workers protest and do not go to work as a result of contract disagreement. slowdown An alternative to a strike. Workers intentionally are less productive. sick-out Where members of a union call in sick. walk-out An unannounced refusal to perform work; may be illegal. jurisdictional strikes Used to put pressure on an employer to assign work to members of one union versus another. sympathy strikes Work stoppages by other unions designed to show support for the union on strike. 0635000Section 3 Learning Objective 08636000 Be able to explain how to manage the grievance process. 0635000Section Notes 08636000 Grievance procedure outlines the process by which grievances over contract violations will be handled. Examples of grievances One employee was promoted over another, even though he had seniority. An employee doesn’t have the tools needed to perform their job, as outlined in the contract. An employee was terminated, although the termination violated the rules of the contract. An employee was improperly trained on chemical handling in a department. Types of grievances include: individual/personal grievances, in which one member of the union feels he or she has been mistreated. A group grievance occurs if several union members have been mistreated in the same way. A principle grievance deals with basic contract issues surrounding seniority or pay, for example. The first step is normally an informal conversation with the manager, employee, and possibly, a union representative. Many grievances never go further than this step, because often the complaint is as a result of a misunderstanding. If the complaint is unresolved at this point, the union will normally initiate the grievance process by formally expressing it in writing. At this time, HR and management may discuss the grievance with a union representative. If the result is unsatisfactory to both parties, the complaint may be brought to the company’s union grievance committee. This can be in the form of an informal meeting or a more formal hearing. After discussion, management will then submit a formalized response to the grievance. They may decide to remedy the grievance, or they may outline why the complaint does not violate the contract. At this point, the process is escalated. Further discussion will likely occur, and if management and the union cannot come to an agreement, the dispute will normally be brought to a national union officer, who will work with management to try and resolve the issue. A mediator may be called in, who acts as an impartial third party and tries to resolve the issue. Any recommendation made by the mediator is not binding for either of the parties involved. Mediators can work both on grievance processes and collective bargaining issues. 0635000Key Takeaways 08636000 ? The grievance process is a formal process to address any complaints about contract violations. ? The grievance process varies from contract to contract. It is an important part of the contract that ensures a fair process for both union members and management. ? HR is normally involved in this process, since they have intimate knowledge of the contract and laws that guide the contract. ? The grievance process can consist of any number of steps. First, the complaint is discussed with the manager, employee, and union representative. If no solution occurs, the grievance is put into writing by the union. Then HR, management, and the union discuss the process, sometimes in the form of a hearing in which both sides are able to express their opinion. ? Management then expresses their decision in writing to the union. ? If the union decides to escalate the grievance, the grievance may be brought to the national union for a decision. At this point, an arbitrator may be brought in, suitable to both parties, to make the final binding decision. ? There are four main types of grievances. First, the individual grievance is filed when one member of the union feels mistreated. A group grievance occurs when several members of the union feel they have been mistreated and file a grievance as a group. A principle grievance may be filed on behalf of the union and is usually based on a larger issue, such as a policy or contract issue. A union or policy grievance may be filed if the employee does not wish to file individually. ? Grievances should not be taken personally and should be considered a fair way in which to solve problems that can come up between the union and management. 0635000Exercises and Solutions 08636000 1. What are the advantages of a grievance process? What disadvantages do you see with a formalized grievance process? Answer: The positive thing about a grievance process is that everyone knows what the process is, so fairness is of upmost importance. However, sometimes with a formal process, employees feel that things cannot be discussed informally and this can result in taking more time and effort to resolve issues. 0-5778500Extra Discussion Question 08636000 Consider some additional grievances not addressed in this chapter. Provide at least three examples of possible grievance issues. Answer: Out of hundreds of possible options some might include: an employee files a grievance because he or she did not receive the bonus as outlined in the contract; another option could be that an employee was not scheduled for work as outlined in the union contract; and other possible options might include how layoffs are handled, how work is assigned or how vacation days are requested and given. 09588500 Key Terms 08636000 grievance procedure Outlined in the contract, the process by which contract violations are handled. mediator An impartial third party called in to help resolve a grievance. Any recommendation or decision is not binding. arbitrator An impartial third party who is selected by both parties in a grievance and who ultimately makes a binding decision in the situation. individual/personal grievances When one member of the union feels he or she has been mistreated and files a grievance. group grievance Occurs if several union members have been mistreated in the same way and file a grievance. principle grievance A grievance that deals with basic contract issues surrounding items in the contract, such as pay or seniority. union or policy grievance A grievance initiated by the union if an employee or group is not willing to formally file a grievance. 0-6921500Chapter Case 08636000 The Author discusses the case for Chapter 12: http://blip.tv/play/sDyCwL1cAA.html 0635000Additional Case Study Exercise 08636000 Your organization voted to unionize two years ago and is currently working under a collective bargaining agreement. It is time to renegotiate the contract and there are some things, as the HR manager, you feel need to change in the union contract to protect the rights of your organization. Some negotiation points you would like to see include: 1. In the contract now, employees are required to be provided with a cell phone for safety reasons. Since employees work in teams of three, the supervisor of each group should have a paid cell phone, but not all three workers. 2. Currently, workers receive a 2% pay wage yearly. You would like to change this and allow managers to give pay raises, but not to every employee, but the total pay increase for all workers would remain at 2%. For example, one person may receive .5% while another receives 1.5, balancing out to a total of 2%. 3. You would like to see the requirement of safety glasses provided by the company changed. 1. Are these issues mandatory, permissible or illegal bargaining topics? 2. What kinds of information might you need to be able to negotiate these items? Answer: Issue 1 is a mandatory issue, 2 is a permissive issue, 3 could be an illegal issue (violating worker safety laws) depending on the type of company. To begin negotiations, having written documented information on pay increases and performance evaluations are important. This can prove the point that management needs more discretion in giving raises. Having information on the total cost of cell phone bills and savings by only providing to one of three employees would be useful. Knowing the law on the requirement of safety glasses should be researched before preparing negotiations. 0635000Useful Outside Resources 08636000 The Human Resource Certification Institute: http://www.hrci.org/ Society for Human Resource Management: http://www.shrm.org/Pages/default.aspx YouTube videos: (Opinion based) Lack of unions in the United States: http://www.youtube.com/watch?v=Hm953Vozp3w (Opinion based) Advantages of no unionization: http://www.youtube.com/watch?v=LSlFzdH8Xj4&feature=related Unionization at Ford in the 1930s: http://www.youtube.com/watch?v=vrw_WRhUfog&feature=related Reasons for having a grievance policy: http://www.youtube.com/watch?v=dPF9uaR1D3U (Opinion based) History of Labor unions by AFL-CIO: http://www.youtube.com/watch?v=ubIWyT7nGdU President Reagan’s speech on the Traffic Controllers’ strike in 1983: http://www.youtube.com/watch?v=e5JSToyiyr8&feature=related Student video of advantages and disadvantages of unions: http://www.youtube.com/watch?v=iIONLn9i_V0