Chapter 14 The Dynamics of Labour Relations

MULTIPLE CH ICE 1. The majority of workers in Canada are governed by legislation at which level/jurisdiction? a provincial . b international . c municipal . d federal .

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/. .ary 0art works for the federal government in the immigration department. 0er office is located in Toronto. 1hich piece of labour legislation applies to her workplace? a the *ntario -abour $elations Code . b the City of Toronto -abour Code . c the *ntario -abour $elations Act . d the Canada -abour Code .

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). 1hich of the following is ! T a duty of labour relations boards? a to hear complaints related to unfair labour practices . b to remedy violations of collective bargaining legislation . c to amend labour relations legislation . d to determine if bargaining was done in good faith .

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'. -abour boards generally have representatives from which of the following groups? a third3party representatives and managers . b academia and management . c academia and public servants . Copyright 4 /51' elson %ducation -td. 1'31

Chapter 1' The 2ynamics of -abour $elations d labour and management .

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6. 1hich of the following is ! T one of the key reasons why workers join unions in Canada? a to earn higher pay . b to fulfill social needs . c to get a voice in their work lives . d to change the government .

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Chapter 1' The 2ynamics of -abour $elations 8. ,ason Thomas recently joined A+C 9nc. to work on the shipping wharf as a loader. 0e has been told that he must join the union as a condition of employment. 1hat is this employment provision called? a a union shop . b a bully provision . c an agency shop . d an unfair labour practice .

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:. 1hat is the strongest reason to join a union? a dissatisfaction with wages; benefits; and working conditions . b personal preference for a union and social pressure to join . c the need to fraterni<e with similar employees and assert personal leadership skills . d favouritism shown by supervisors in promotions; shift assignments; and transfers .

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(. .ary works in the basement of her employer=s home sewing pants. 1hat is one of the biggest challenges facing workers like .ary in becoming unioni<ed? a they do not have any political party to help them with organi<ing . b they work in scattered locations . c they are satisfied with their working conditions . d they are satisfied with their pay .

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>. According to the te?t; in terms of employment relations; which of the following is a key reason why employers may begin employee involvement and empowerment programs? a to satisfy employment relations legislation . b to satisfy their obligation for good faith bargaining . c to avoid collective action by employees . Copyright 4 /51' elson %ducation -td. 1'3)

Chapter 1' The 2ynamics of -abour $elations d to consolidate decision making .

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15. 1hich of the following groups initiates most organi<ing campaigns? a employees . b union organi<ers . c rival unions . d 0uman $esources and !kills 2evelopment Canada .

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Chapter 1' The 2ynamics of -abour $elations 11. @orkville Tire .anufacturing Company has been e?periencing really bad managementAemployee relations for almost two years. ,ack !pratt; one of the leaders among the employees; wants to help in unioni<ing the employees. 0e has met with most of the employees. 1hat should he do ne?t? a ask the workers to go on strike to put pressure on the company . b form an in3house organi<ing committee . c appeal to a broader communityBincluding academics and international agenciesBto put . pressure on the employer d ask the labour relations board to intervene .

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1/. %mployees indicate their willingness to be represented by a union by signing which of the following? a a selection card . b an agreement card . c an authori<ation card . d a stipulation card .

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1). 9n which organi<ing step does the collection of signed authori<ation cards play a major role? a initial organi<ational meeting . b application to the labour relations board . c formation of in3house organi<ing committee . d employee/union contact .

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1'. -ouis; a union organi<er in *ntario; needs what minimum percentage of signed authori<ation cards before the union can apply for a certification election? a '5 percent . b 65 percent . c :6 percent . Copyright 4 /51' elson %ducation -td. 1'36

Chapter 1' The 2ynamics of -abour $elations d )5 percent .

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16. 9n certification elections in Canada; how many employees must vote in favour of unions for them to become certified in workplaces? a 65 percent; plus one . b '5 percent; plus one . c '1 percent . d 61 percent .

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Chapter 1' The 2ynamics of -abour $elations 18. 1ho is responsible for administering the union certification elections in Canada? a the labour relations board . b the Canada %lections Commission . c the union . d the employer .

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1:. According to Canadian labour relations legislation; all of the following employer actions are prohibited E"CEPT which one? a threatening to close the business . b stating the employer is ready to listen to employees and discuss any issue . c increasing wages during the certification process . d promising increased vacation if the employees vote for no union .

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1(. According to federal labour law; which tactic can employers use in opposing unioni<ation? a review union authori<ation cards . b attend union meetings . c bargain in good faith . d change working conditions of employees who work for the union .

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1>. 1hich of the following conditions and/or actions may result in labour relations boards imposing a union on an employer in some Canadian jurisdictions; even with as few as 6 percent of the authori<ation cards signed? a Threats by other unions to go on strike if the workplace does not get its own union. . b 7nfair labour practices committed by the employer in the organi<ing process. . c The need by government for labour relations peace in workplaces. . Copyright 4 /51' elson %ducation -td. 1'3:

Chapter 1' The 2ynamics of -abour $elations d Advice from the 9nternational -abour *ffice. .

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/5. !trategies to remain union3free include all of the following E"CEPT which one? a institute formal procedures to resolve employee complaints . b give attention to employee growth and development needs . c allow supervisors to adopt their own approaches to employee motivation and job design . d offer competitive wages and benefits .

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Chapter 1' The 2ynamics of -abour $elations /1. 1hat is a key difference between unioni<ed and nonunioni<ed work in Canada? a onunioni<ed workers get higher wages and benefits. . b 7nioni<ed workers get higher wages and benefits. . c 7nioni<ed workers get more benefits but less in wages. . d 7nioni<ed workers get better pay but less in benefits. .

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//. 1hat is an employer reCuired to do once a union becomes certified? a notify employees of the bargaining relationship . b deduct union dues from the employees= paycheCues . c begin negotiations leading toward a collective agreement . d sign a collective agreement .

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/). 1ithin a bargaining unit; how many workers must vote against the union so as to decertify it? a '1 percent . b '5 percent; plus one . c 61 percent . d 65 percent; plus one .

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/'. 1hich of the following is ! T a usual effect of unions in the workplace? a restrictions on unilateral human resource policy . b increases in accident rates and sabotage . c increases in wages . d restrictions on management rights .

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Chapter 1' The 2ynamics of -abour $elations A !" + #T!" 1 +-." 0igher *rder $%&" '>53'>1 *+," )

/6. The full3time professors at .c.aster 7niversity are usually represented by a group of nonunioni<ed faculty in wage negotiations with management. 1hat is this group of faculty called? a a certified union . b a craft union . c an employee association . d a negotiations association .

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/8. 1hich group may represent professional and white3collar employees? a a management rights association . b the Canadian -abour Congress . c a professional agency . d an employee association .

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/:. 9n the 7nited !tates; the key central federation of unions is called the A&-3C9*. 9n Canada; what is the name of the organi<ation that does similar work? a the Canadian Auto 1orkers 7nion . b the Canadian -abour Congress . c the -abour *rgani<ation . d the Trades 7nion Congress .

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/(. 7nlike many unions in %urope; most of the bargaining and decision making for unions in Canada occurs at which of the following levels? a the provincial level . Copyright 4 /51' elson %ducation -td. 1'315

Chapter 1' The 2ynamics of -abour $elations b the local level . c the international level . d the national level .

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/>. 1hich of the following labour organi<ations is most likely to provide professional and financial assistance during organi<ing drives and strikes; help negotiate labour agreements; and train union leaders? a a local union . b the 2epartment of -abour . c 0uman $esources and !kills 2evelopment Canada . d the Canadian -abour Congress DC-CE .

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)5. Tony -ee has been involved on behalf of the national union with negotiating the collective bargaining agreement with the employer for -ocal 1/'5. 1hat is .r. -ee=s most likely job title or role? a a negotiator . b a union agent . c a business agent . d a union steward .

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)1. *mar .ohammed represents the interests of union members in their relations with their immediate supervisors and other members of management. 1hat is .r. .ohammed=s most likely job title or role? a mediator . b union steward . c union leader . d conciliator . Copyright 4 /51' elson %ducation -td. 1'311

Chapter 1' The 2ynamics of -abour $elations

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)/. 1ho has the major responsibility in negotiating and administering the labour agreement and working to resolve problems arising in connection with it? a the bargaining agent . b the shop steward . c the national union e?ecutive . d the business agent .

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)). Appro?imately what percentage of Canadian public employees are unioni<ed? a :5 percent . b /6 percent . c 65 percent . d >5 percent .

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)'. Assume that the Canadian 7nion of #ublic %mployees DC7#%E is representing essential workers in a hospital. The hospital=s administration and the union are deadlocked in negotiations. 1hat is a likely solution to this impasse? a decertification of C7#% . b compulsory binding arbitration . c a strike . d counselling .

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)6. !trikes; boycotts; lockouts; and plant closures may all be included in which of the following?

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Chapter 1' The 2ynamics of -abour $elations a . b . c . d . negotiation preparation compulsory binding arbitration public3sector bargaining the collective bargaining process

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)8. 2eveloping likely union proposals; lists of demands; and a contingency plan for operating in the event of a strike are part of which of the following? a compulsory binding arbitration . b an employer=s bargaining strategy . c a union=s bargaining strategy . d good faith bargaining .

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Chapter 1' The 2ynamics of -abour $elations ):. 9n the bargaining model; what is the area within which the union and employer are willing to concede when bargaining? a bargaining team . b bargaining committee . c bargaining <one . d contingency operating plan .

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)(. 1hich of the following is a reCuirement of interest3based bargaining? a an agreement must be reached within a reasonable amount of time . b each side=s negotiators meet at any time and a reasonable place to discuss issues . c each side=s negotiators meet at any time and place to discuss issues . d each side=s negotiators meet at a reasonable time and reasonable place to discuss issues .

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)>. 1hat is interest3based bargaining based upon? a the identification and resolution of mutual interests . b a give3and3take philosophy . c suspicion and compromise . d the area within which union and management are willing to concede .

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'5. The creation of a relationship for the future based on trust; understanding; and mutual respect is the basis of which of the following? a interest3based bargaining . b adversarial bargaining . c good faith bargaining . d traditional bargaining Copyright 4 /51' elson %ducation -td. 1'31'

Chapter 1' The 2ynamics of -abour $elations .

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'1. 7nions tend to hold strike votes to assess whether members are willing to go on strike for their demands. 1hat does a high vote in favour of a strike De.g.; >6 percentE mean? a .anagement will most likely have to lock out the union. . b The union will definitely go on strike because it has an overwhelming mandate to do so. . c .anagement will lose in the bargaining. . d The union will have strengthened its bargaining power. .

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Chapter 1' The 2ynamics of -abour $elations '/. 0ow can the bargaining power of a union be e?ercised? a lockout or relocation . b striking; picketing; or boycotting . c union merger . d legal injunction .

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'). #ickets may prevent trucks and railcars from entering a struck business because of which of the following? a #icketing during a strike carries a legal obligation on the part of the employer to cease . operations; including delivery of goods and materials. b 7nions often refuse to cross another union=s picket line. . c The union has a legal right to obstruct the business of the employer the union is striking . against. d *perators of trucks and railcars must get permission from the picketing union to enter the . premises.

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''. 1hat is the term for a union=s use of radio and newspaper ads to discourage the purchase of an employer=s products? a picketing . b an unfair labour practice . c a boycott . d a bargaining <one .

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'6. 1hat action is compulsory before a strike or lockout in all Canadian jurisdictions? a mediation . b communication . c arbitration . d conciliation Copyright 4 /51' elson %ducation -td. 1'318

Chapter 1' The 2ynamics of -abour $elations .

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'8. 1hat is the term for a neutral third party who resolves labour disputes by issuing a final decision that the parties must accept? a a mediator . b a conciliator . c an arbitrator . d a union steward .

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Chapter 1' The 2ynamics of -abour $elations ':. 1hich clause holds that Fmanagement=s authority is supreme in all matters e?cept those conceded in the collective agreement or in those areas where its authority is restricted by lawG? a the supreme rights clause . b the defined rights clause . c the management rights clause . d the e?plicit rights clause .

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'(. 1hat do dues checkoff; the union shop; and the agency shop represent? a management rights . b union security . c management prerogatives . d unfair labour practices .

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'>. 9n which of the following situations is grievance handling most successful? a in nonunioni<ed businesses . b in unioni<ed businesses . c when supervisors are formally trained in the terms of the labour agreement and the . development of counselling skills d when union stewards are selected by management .

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65. 1hat is necessary for an employee=s grievance to be considered formally? a 9t must be in direct violation of the collective agreement. . b 9t must be filed with the labour relations board. . c 9t must be e?pressed orally or in writing. . d 9t must have resulted in loss of pay or economic benefit to the employee. . Copyright 4 /51' elson %ducation -td. 1'31(

Chapter 1' The 2ynamics of -abour $elations

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61. 1hat is the arbitrator=s responsibility in a dispute? a to interpret the intent of the labour agreement . b to get the parties to work together to solve their differences . c to mandate how the grievance will be resolved . d to decide the case without passing judgment .

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Chapter 1' The 2ynamics of -abour $elations 6/. The factors that arbitrators use when deciding cases are the wording of the labour agreement; the submission agreement; the testimony and evidence offered; and which of the following? a the truthfulness of witnesses . b the preferences of the grievant . c arbitration criteria or standards . d the concept of reasonable doubt .

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#cenario 14$1 +oat Hpress; a Canadian shipping firm; has been treating employees unfairly for decades. %mployees work full3time hours but are hired as part3timers with no benefits other than ' percent vacation pay. 0ealth and safety standards are none?istent; and the list goes on. %mployees have tried to organi<e before; but management fired them and threatened the remaining workers. A new employee decided that the working conditions are intolerable and wants to get other employees organi<ed in order to obtain union representation. All employees now believe that their interests will be better served with collective agreements. 6). $efer to !cenario 1'.1. 1hich step is ! T part of the organi<ing process before +oat Hpress employees can choose to become unioni<ed? a employee/union contact . b initial organi<ational meeting . c formation of an in3house bargaining committee . d application to a labour relations board .

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6'. $efer to !cenario 1'.1. .anagement does not have the right to fire employees for organi<ing. The right of workers to join unions was established back in 1>'( by which of the following? a The 9ndustrial $elations 2isputes and 9nvestigation Act . b *ntario -abour $elations Act . c Canada -abour Code . d -abour $elations +oard .

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Chapter 1' The 2ynamics of -abour $elations +-." 0igher *rder 66. $efer to !cenario 1'.1. %mployees are very concerned about the repercussions of the company finding out that they are seeking union representation. +oat Hpress can legally do which of the following? a attend union meetings and spy on employees . b threaten or terminate employees because of their union affiliation or beliefs . c change the working conditions of employees because they actively work for the union . d voluntarily recogni<e and accept a union .

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Chapter 1' The 2ynamics of -abour $elations 68. $efer to !cenario 1'.1. &or which reasons do workers at +oat Hpress want to organi<e in a union? a economic reasons . b political reasons . c social reasons . d ideological reasons .

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#cenario 14$% Calendar F$G 7s -td. produces calendars for middle and high schools in *ntario. Calendar started back in /558 and today has over 85 employees. About two years ago; the employees organi<ed and obtained union certification. To date; the union has not successfully negotiated a collective agreement. %mployees are not happy with the progress the union has made; and much of the concerns they have had Dwages; benefits; training; etc.E have not been addressed. Calendar F$G 7s employees feel that the union is more interested in serving the needs of the company and are looking to find a replacement. 6:. $efer to !cenario 1'./. Calendar F$G 7s employees want to change their union. +efore they can decertify; all of the following must be in place E"CEPT which one? a determine whether bargaining was done in good faith . b determine whether the union has failed to bargain . c determine whether employees want to be represented by another union . d decision by the majority of bargaining unit members that they do not want to be . represented by the union

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6(. $efer to !cenario 1'./. 1hat are the steps in the collective bargaining process that the union and Calendar F$G 7s need to go through? a union proposals; management responses; management demands; limits of concessions . b prepare for negotiations; develop strategies; conduct negotiations; formali<e agreement . c union demands; database to support management proposals; union responses . d prepare for negotiations; review proposals; determine counteroffer .

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Chapter 1' The 2ynamics of -abour $elations TRUE&'(L#E 1. 7nions influence labour legislation and 0$ policies and practices. A !" T +-." $emember #T!" 1 $%&" '(/ *+," 1

/. 9f a manager or supervisor violates a labour law; an appropriate defence is that he or she was not familiar with labour legislation. A !" & #T!" 1 +-." 0igher *rder $%&" '(/ *+," 1

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Chapter 1' The 2ynamics of -abour $elations ). -abour relations boards are responsible for administering labour law. A !" T +-." $emember #T!" 1 $%&" '() *+," 1

'. The Canada 9ndustrial $elations +oard administers and enforces the Canada -abour Code. A !" T #T!" 1 +-." 0igher *rder $%&" '() *+," 1

6. The first step in the labour relations process is a union organi<ing campaign. A !" & +-." $emember #T!" 1 $%&" '() *+," 1

8. %mployees might consider organi<ing and joining a union an effective alternative to Cuitting a job in which they feel they are being treated unfairly. A !" T #T!" 1 +-." 0igher *rder $%&" '() *+," /

:. %mployees are most likely to seek unioni<ation if they believe that doing so will achieve results they cannot achieve acting individually. A !" T #T!" 1 +-." 0igher *rder $%&" '() *+," /

(. 9f an employee personally decides that the benefits will outweigh the costs of joining the union; then she or he is likely to join. A !" T #T!" 1 +-." 0igher *rder $%&" '()3'(' *+," /

>. ,oining a union is a way for employees to put leadership skills to use. A !" T #T!" 1 +-." 0igher *rder $%&" '(6 *+," /

15. As a manager of H@I Company; you would most likely e?pect an organi<ing drive to be started by your employees rather than a union organi<er. A !" T #T!" 1 +-." 0igher *rder $%&" '(6 *+," )

11. The first step in organi<ing begins when employees and union officials meet to e?plore the possibility of unioni<ation. A !" T +-." $emember #T!" 1 $%&" '(8 *+," )

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Chapter 1' The 2ynamics of -abour $elations 1/. 9n Canada; a majority of unions are certified without a vote if the labour relations board finds that at least 65 percent of employees have signed authori<ation cards. A !" T +-." $emember #T!" 1 $%&" '(8 *+," )

1). Canadian employers tend to be supportive of union organi<ing drives. A !" & #T!" 1 +-." 0igher *rder $%&" '(: *+," )

1'. As long as employers do not object to unioni<ation; they can influence employees to vote for one union rather than another. A !" & +-." $emember #T!" 1 $%&" '(: *+," )

16. 9f employers interfere with the union certification process; the labour relations board can recogni<e a union regardless of the percentage of employees that have signed authori<ation cards. A !" T #T!" 1 +-." 0igher *rder $%&" '(: *+," )

18. +oth employers and unions can be accused of an unfair labour practice. A !" T #T!" 1 +-." 0igher *rder $%&" '(( *+," )

1:. 9t is possible for a union to be decertified if the majority of bargaining unit members decide they would rather be represented by another union. A !" T +-." $emember #T!" 1 $%&" '>5 *+," )

1(. The minimum term of the first collective agreement after certification is three years. A !" & #T!" 1 +-." 0igher *rder $%&" '>5 *+," )

1>. 7nioni<ation may restrict the freedom of management in many areas. A !" T +-." $emember #T!" 1 $%&" '>5 *+," )

/5. 7nioni<ation restricts the freedom of management to formulate 0$ policy unilaterally. A !" T #T!" 1 +-." 0igher *rder $%&" '>5 *+," )

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Chapter 1' The 2ynamics of -abour $elations /1. .anagement rights are those decisions over which management claims e?clusive rights. A !" T +-." $emember #T!" 1 $%&" '>5 *+," )

//. 7nions that represent skilled craft workers are called craft unions. A !" T +-." $emember #T!" 1 $%&" '>1 *+," )

/). 7nions that represent various groups of professional and white3collar workers are called industrial unions. A !" & +-." $emember #T!" 1 $%&" '>1 *+," )

/'. -abour organi<ations are diverse in type and in structureJ therefore; each may have its own mode of governance and objectives. A !" T +-." $emember /6. #T!" 1 $%&" '>1 *+," )

ational unions retain most of the decision3making authority over local unions. A !" & +-." $emember #T!" 1 $%&" '>1 *+," )

/8. 7nion stewards are full3time employees at the workplace and generally are not paid by the union. A !" T +-." $emember #T!" 1 $%&" '>/ *+," )

/:. .ore than :5 percent of all public employees are unioni<ed. A !" T +-." $emember #T!" 1 $%&" '>/ *+," )

/(. The largest union in Canada is the Canadian 7nion of #ublic %mployees DC7#%E. A !" T +-." $emember #T!" 1 $%&" '>/ *+," )

/>. #ublic employees unioni<e for very different reasons than their private3sector counterparts. A !" T #T!" 1 +-." 0igher *rder $%&" '>) *+," )

)5. #ublic3sector unions contend that denying their legal right to strike reduces their power during collective bargaining. A !" T #T!" 1 $%&" '>) *+," )

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Chapter 1' The 2ynamics of -abour $elations +-." 0igher *rder )1. Compulsory binding arbitration is often available in the public sector as an acceptable way to settle collective bargaining deadlocks. A !" T #T!" 1 +-." 0igher *rder $%&" '>) *+," )

)/. The collective bargaining process may include activities such as strikes and boycotts. A !" T #T!" 1 +-." 0igher *rder $%&" '>' *+," '

)). A bargaining book is a case history used by an arbitrator to decide a grievance. A !" & +-." $emember #T!" 1 $%&" '>' *+," '

)'. 2uring collective bargaining; each side normally places only their primary negotiator at the table. A !" & +-." $emember #T!" 1 $%&" '>6 *+," '

)6. %mployers are obligated to negotiate in good faith with the union. A !" T +-." $emember #T!" 1 $%&" '>8 *+," '

)8. Kood faith bargaining reCuires that employers and union counterparts be willing to meet at any time and reasonable place to discuss proposals. A !" & #T!" 1 +-." 0igher *rder $%&" '>8 *+," '

):. 9nterest3based bargaining usually leads to suspicion and compromise. A !" & #T!" 1 +-." 0igher *rder $%&" '>: *+," '

)(. +argaining power consists of economic; political; and social influence to achieve demands. A !" T +-." $emember #T!" 1 $%&" '>: *+," 6

)>. A strike vote by union members does not always mean a strike will take place. A !" T #T!" 1 +-." 0igher *rder $%&" '>: *+," 6

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Chapter 1' The 2ynamics of -abour $elations '5. #ickets may further disrupt an employer=s business because one union member; such as a truck driver; may refuse to cross the other=s picket line. A !" T #T!" 1 +-." 0igher *rder $%&" '>> *+," 6

'1. A boycott is a refusal to cross a union picket line. A !" & +-." $emember #T!" 1 $%&" 655 *+," 6

'/. An employer=s bargaining power may rest on its ability to continue its operations despite a strike by its workers. A !" T +-." $emember #T!" 1 $%&" 655 *+," 6

'). .ediation is the only form of third3party resolution that results in binding recommendations. A !" & +-." $emember #T!" 1 $%&" 651 *+," 6

''. Compulsory membership provisions and dues checkoff are forms of union security. A !" T #T!" 1 +-." 0igher *rder $%&" 65/ *+," 6

'6. Agency shops provide for voluntary union membership; but reCuire all bargaining unit members to pay union dues and fees. A !" T +-." $emember #T!" 1 $%&" 65/ *+," 6

'8. .ost labour relations activity comes from the day3to3day administration of the collective agreement. A !" T #T!" 1 +-." 0igher *rder $%&" 65/ *+," 6

':. A grievance procedure is a formal process that is often considered the heart of a bargaining agreement. A !" T +-." $emember #T!" 1 $%&" 65/ *+," 8

'(. Krievance handling is more successful when supervisors are trained formally in resolving grievances. A !" T +-." $emember #T!" 1 $%&" 65/ *+," 8

'>. A union will not usually take a weak case to arbitration for fear of losing member support. A !" & #T!" 1 $%&" 65) *+," 8

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Chapter 1' The 2ynamics of -abour $elations +-." 0igher *rder 65. Arbitration hearings are formal court proceedings; held in a court of law. A !" & +-." $emember #T!" 1 $%&" 65) *+," 8

61. 9t is the arbitrator=s responsibility to ensure that each side receives a fair hearing. A !" T +-." $emember #T!" 1 $%&" 65) *+," 8

6/. An arbitration award should include not just a decision; but the rationale for it; in order to provide guidance for future interpretation. A !" T #T!" 1 +-." 0igher *rder E##() 1. 1hat are the primary reasons for employee unioni<ation? A !" !ome employees join unions because of the union3shop provisions of the collective agreement; which specify that union membership is a condition of employment. !tudies have generally concluded that those who unioni<e voluntarily do so for three key reasons" economic needs; dissatisfaction with management practices; and/or as a way to fulfill social and affiliation needs. Economic nee*s$ 2issatisfaction with wages; benefits; and working conditions appears to provide the strongest reason to join a union. 9t is these traditional issues on which unions are built. Dissatisfaction +ith mana,ement$ %mployees may seek unioni<ation when they perceive that managerial practices regarding promotion; transfer; shift assignment; or other job3related policies are administered in an unfair or biased manner. &avouritism is particularly resented when it concerns the 0$ areas of discipline; promotion; and wage increases. &ailure to give employees an opportunity to participate in decisions affecting their welfare may also encourage union membership. #ocial an* affiliation nee*s$ %mployees whose needs for social affiliation and recognition are being frustrated may join unions as a means of satisfying these needs. Through their union; they have an opportunity to fraterni<e with other employees who have similar desires; interests; problems; and complaints. ,oining the union also enables some individuals to put leadership talents to use. The limited studies conducted on employee unioni<ation in the public sector generally find that public employees unioni<e for reasons similar to those of their private3sector counterparts. The only difference is that other issues; such as professional development and participation in decision making; are also perceived as important. 9n the final analysis; the e?tent to which employees perceive that the benefits of joining a union outweigh the costs associated with membership is likely to be the deciding factor. #T!" 1 $%&" '()3'(6 *+," / +-." 0igher *rder $%&" 65) *+," 8

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Chapter 1' The 2ynamics of -abour $elations /. +riefly describe the si? steps in the organi<ing process. A !" Employee&union contact$ The first step begins when employees and union officials make contact to e?plore the possibility of unioni<ation. %mployees investigate the advantages of labour representation; and union officials begin to gather information about employee needs; problems; and grievances. -abour organi<ers also seek information about the employer=s financial health; supervisory styles; and policies and practices. To win employee support; the organi<ers must build a case against the employer and for the union. Initial or,ani-ational meetin,$ As the organi<ing campaign gathers momentum; the organi<er schedules an initial union meeting to attract more supporters. The organi<er uses the information gathered in step one to address employee needs and e?plain how the union can meet them. The organi<ational meeting also enables the organi<er to identify employees who can help run the campaign and to establish communication chains that reach all employees. 'ormation of an in.house or,ani-in, committee$ The in3house committee is composed of employees who are willing to provide leadership to the campaign. Their role is to interest other employees in joining the union and supporting its campaign. An important task of committee members is to have employees sign an authori<ation card indicating their willingness to be represented by the union. The number of signed authori<ation cards demonstrates the potential strength of the union. The number of cards reCuired for automatic certification and the number reCuired in order to Cualify for a representation vote varies by jurisdiction. (pplication to the labour relations boar*$ After the reCuired number of authori<ation cards have been signed; application for certification is made to the applicable labour relations board. 2epending on the number of cards signed; the labour relations board may grant automatic certification or hold a secret3ballot vote. 9f 65 percent of those casting ballots vote in favour of the union; the union is certified. Issuance of certificate by the labour relations boar*$ A certificate is then issued granting the union the right to represent the employees as a recogni<ed union under the applicable labour relations legislation. Election of a bar,ainin, committee an* contract ne,otiations$ *nce the certificate has been issued; a bargaining committee is elected by the union membership. A national or international union representative generally works with this local union committee to negotiate a collective agreement with the company. +argaining committees are often assisted by specialists in benefits and health and safety. #T!" 1 $%&" '(8 *+," ) +-." $emember

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Chapter 1' The 2ynamics of -abour $elations ). %?plain the impact of unioni<ation on managers. A !" The unioni<ation of employees can affect managers in several ways" Can affect management=s prerogatives in making decisions about employees. $estricts management=s freedom to formulate 0$ policy unilaterally. Typically; unions will try to achieve greater participation in management decisions that affect their members De.g.; productivity standards; job content; etc.E. %mployers may claim these decisions are management rightsJ however; these rights are subject to challenge and erosion by the union. Terms of the collective agreement determine how employees can be directed and how they can be disciplined. !pecific content language of the collective agreement can reduce the manager or supervisor=s ability to manage in such areas as scheduling; training; transfers; performance evaluation; promotions; etc. #T!" 1 $%&" '>5 *+," ) +-." 0igher *rder

'. 0ow do unions and management employ bargaining power in negotiations? A !" The bargaining power of the union may be e?ercised by striking or picketing; boycotting the employer=s products and by obtaining strike authori<ation from their members to strengthen the position of union leaders in negotiations. The employer=s power rests largely on being able to continue operations in the face of a strike or to shut down operations entirely. .ethods include operating using supervisory and non3striking personnel; utili<ing technology and automation; transferring operations to other locations; outsourcing; and hiring replacement workers where permitted by law. #T!" 1 $%&" '>:3655 *+," 6 +-." 0igher *rder

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