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Resource Guide to Labor Management Cooperation ♦

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Resource Guide to Labor Management Cooperation ♦ Resource Guide to Labor Management Cooperation ♦ .,J.'., LJepartrncnt of Labor • ~ L i it>c,r Manngernent Services Administration September 1982 The Division of Cooperative Labor­ Management Programs was created by the Department of Labor in 1982 to encourage and assist employers and unions to undertake 101nt efforts to improve productivity and enhance the quality of working life. Central to the Division's purpose is the conviction that cooperative relations between the parties, particularly those creating new oppor­ tunities for worker participation in decision-making, can contribute sub­ stantially to the furtherance of their mutual interests Although the full scope of this program will develop gradually, initial attention will be directed to meeting already identified needs for technical assistance and information throughout the private sector. A chief aim will be to support and extend existing institutional capabil1t1es by working in close collaboration with trade associations, international unions, area labor-management committees, and national, state and regional produc­ tivity/ quality of working life centers. In addition, it will regularly compile and dis­ seminate information on current issues and practices through publications, con­ ferences and workshops. For further 1nformat1on, contact Chief, D1v1s1on of Cooperative Labor-Management Programs Labor-Management Services Administration U S. Department of Labor Washington, D.C. 20210 Resource Guide to Labor Management Cooperation U.S. Department of Labor Raymond J. Donovan. Secretary Labor-Management Services Administration Donald L. Dotson, Assistant Secretary for Labor-Management Relations Ronald J. St. Cyr, Deputy Assistant Secretary for Labor-Management Relations September 1982 t'or sule by the Superintcnucnt or Documents, U.S. Government Printing Office, Washington, D.C. 20402 03832 HD 6490 +L:33 R4 7 Foreword The Resource Guide to Labor­ providing other services, they work to Management Cooperation is a compendium create a healthy labor-management climate of a variety of cooperative labor ­ that attracts new business and promotes management programs at the plant level. local economic well-being. It also identifies industry, regional, and area joint committees and resource centers Interest in in- plant cooperative which provide vital information and efforts has grown rapidly in recent services to encourage the development years. This reflects growing recognition and implementation of such programs. by both labor and management not only that productivity and worksite problems The Resource Guide is designed to are common concerns, but also that assist cooperative labor-management cooperating to address these problems is efforts by facilitating exchanges of critical to the economic well-being of both · information among current and potential sides. participants. Its entries were selected to permit business and labor leaders to In prepa ring this Resource Guide , a locate viable programs in which others in number of common experiences were their region, industry, or union are identified. Many cooperative efforts were involved. This is one of the services of initiated by firms facing serious financial the Division of Cooperative Labor­ difficulties or where long, costly strikes Management Programs which was recently or layoffs had been recently experienced. created by the Labor-Management Services Most of those reported that their joint Administration to provide continuing efforts increased trust, improved information and assistance to labor and communications, reduced tension, helped management to support their initiatives in resolve problems, and improved morale. developing and nurturing joint programs. Recent cooperative programs are Business and labor are involved in tending to involve more employees in cooperative efforts throughout the workplace decision making in order to economy. The National Productivity improve organizational effectiveness and Advisory Committee, with representation provide greater job satisfaction. from business, labor, academia and Frequently employers reported that when government, was recently created by workers were encouraged to participate in President Reagan to recommend actions decision making, it resulted in a flood of the Federal Government should take to valuable input. They also found a more encourage productivity growth and committed workforce which resulted in promote American competitiveness. The sharp declines in absenteeism, tardiness, Labor-Management Group, a committee of and turnover rates, as well as in higher top labor and business leaders, was also output, better product quality, and a recently formed to search for solutions to greater willingness to accept and key economic and energy problems. implement change. At the industry level, labor­ Many union leaders reported that management cooperative efforts have been these initiatives were having a definite, instrumental in establishing policies to positive impact on the attitude employees reduce conflict and increase productivity. have toward their union . Involved union Area labor-management committees promote leaders frequently remarked that they the economic development of the localities were providing a constructive , ongoing they serve. By helping to es tablish service for their members which also in- plant labor-management committees and increased their visibility and s upport. Ill In addition, many of them felt that management and the workforce. Lacking these programs provided a constructive a source of new ideas, they became alternative to the confrontational, reactive stagnant. Moreover, because of the mode with which they traditionally have committee's isolation, the rank and file had to deal with management. While frequently were either unaware or cooperation has not replaced the unconcerned, or even suspicious of its adversarial system, both management and activities. Recognizing this, many labor reported that these efforts employers and unions have taken steps to expanded the relationship, giving the involve employees at all levels of the parties greater flexibility to anticipate organization through networks of problems and take advantage of subcommittees and shop-floor groups. opportunities. These arrangements are especially characteristic of many of the recently Furthermore, the labor-management formed quality of work life programs. relationship has benefited as these new channels of communication have been As the listings indicate, cooperative opened. Many emphasized the positive programs are being established in all effect their cooperative efforts have had regions of the country, in large on contract negotiations and grievances. establishments and small. They involve Where, in some cases, past negotiations companies and unions from a broad range frequently involved a strike, they were of industries, both manufacturing and now being settled peacefully, sometimes nonmanufacturing firms, private sector well in advance of contract expiration. service firms and the public sector, and Significant reductions in grievances were blue collar, white collar, and managerial also mentioned. employees. Both labor and management agreed The last such listing of cooperative that the employee has been a major labor-management programs was published beneficiary. Feelings of respect and by the former National Center for dignity have been enhanced, and, with Productivity and Quality of Working Life improved organizational effectiveness, job in 1978. The Center's Directory proved a security and the opportunity for wage useful source of information for this advancements have also increased. Guide. Yet, with all these program benefits We are indebted to the many to employees, employers and unions, and companies and labor organizations that the positive labor-management relations freely shared the vital information about which have resulted, there are still too their programs and to the many Federal many situations in which the programs fail mediators who identified and gathered to maintain themselves. Of the more than information on hundreds of exemplary seven hundred programs identified during programs. We are particularly indebted the preparation of this Resource Guide, to Jerry Barrett and Eileen Hoffman of nearly two hundred had become inactive the Federal Mediation and Conciliation within a few years of their formatjon. Service who provided inspiration and Frequently, the reason given was lack of motivation, as well as practical advice suprort. The implementation of these and assistance, throughout this endeavor. programs involves the transformation of complex interpersonal and Listings for the Resource Guide were interorganizational relationships. identified and prepared by Lisa Ternullo Success requires the strong commitment of with assistance from the staff of the all involved. Conflicts elsewhere in the Division of Cooperative Labor-Management relationship often caused the deterioration Programs and others who freely or dissolution of cooperative efforts. volunteered their time for this effort. Many labor-management committees John R. Stepp, Director reported having found themselves Office of Labor-Management relatively isolated from the rest of Relations Services Iv Section I: In-plant Programs This Section contains examples of a evangelistic fervor. variety of in-plant cooperative programs. Included are participative programs such Users of this Guide are encouraged to as quality of work life and quality circle engage in self-help by identifying programs, representative
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