BUS 372 wk 2 assignment (Creating a timeline table)(DO NOT CHANGE THE PRICE) IF YOU DO I WILL NOT SEND A HANDSHAKE.

1 1 Introduction to the Study of Labor Relations Mark Humphrey/Associated Press Learning Objectives After completing this chapter, you should be able to:

• Evaluate the roles of the three major players in labor relations.

• Describe union formation and the reasons why unions are formed.

• Compare and contrast the different types of unions and union structures and organizations. sea81813_01_c01_001-024.indd 1 12/5/14 2:22 PM Section 1.1 Union Membership Introduction Managers of businesses deal with many varied employment issues. They encounter chal - lenges and issues such as wage and hour disputes, discrimination claims, health care cov - erage, and employee rights. Whether the workplace is represented by a union adds further layers of responsibility.

The presence of labor unions in the workforce relates to the field of study known as labor relations , and this textbook is meant to introduce you to some of these important concepts. A labor union consists of workers who have come together under state or federal law, are legally recognized, and can bargain with their employer regarding the terms and condi - tions of their employment. Labor relations is the study of unions, management, and their interrelationship.

You will learn about the early history of labor in the United States and why workers formed unions. Conditions in factories during the 1800s can seem shocking, but an understanding of this era will lay a foundation for your study of why later laws were enacted. You will learn about the difference between organized labor in the private versus public sectors and why this distinction is important. Although this may seem a subtle dividing line at first, it is in fact a significant one that has wide-ranging repercussions, and your understanding of it will be essential to your role as a manager. The presence of a labor union will obligate you to comply with extensive laws and administrative procedures.

Likewise, laws relating to employees , or wage and salary workers, even if they are not union - ized, are also significant. Unionized or not, your relationship with employees will require an in-depth knowledge of labor law and labor relations. An understanding of the culture of labor will add immeasurably to your ability to manage both ethically and legally.

1.1 Union Membership What is the likelihood that you will work in employment with a union presence? Although labor union membership has been diminishing at a consistent rate, unions are still viable enti - ties that wield political and economic power. Approximately 14.5 million workers belonged to unions in 2013, or 11.3% of all workers (Bureau of Labor Statistics, 2013). Compare that statistic to the year 1983, in which 20% of all workers, or 17.7 million, were union members (Bureau of Labor Statistics, 2014b). Figure 1.1 shows the decline in both the number and percentage of union members between 1983 and 2012. sea81813_01_c01_001-024.indd 2 12/5/14 2:22 PM Section 1.1 Union Membership In 2012, unions represented 15.9 million wage and salary workers. This includes both union members (14.4 million) and workers who are not affiliated with any union, but whose jobs are covered by a union contract (1.6 million). In 2012, a total of 7.3 million employees in the public sector belonged to a union, compared to 7 million union workers in the private sec - tor. Public sector workers (35.9%) had a much higher union membership rate (35.9%) than private sector ones (6.6%) (Bureau of Labor Statistics, 2013). Figure 1.2 shows the relative proportion of workers in private unions (at the top of the chart) and the much larger percent - age of workers in governmental public unions (at the bottom of the chart) during the years 2011 and 2012.

Within the public sector, local government workers—including heavily unionized fields such as teachers, police officers, and firefighters—had the highest union membership rate, at 41.7%. Examples of private sector industries with high unionization rates include trans - portation and utilities (20.6%) and construction (13.2%). Agriculture and related industries have low unionization rates (1.4%), as do financial activities sectors (1.9%) (Bureau of Labor Statistics, 2013).

Figure 1.1: Union affiliation of employed wage and salary workers, annual wages, 1983–2012 The total number of workers affiliated with unions decreased from 17.7 million in 1983 to 14.4 million in 2012.

U.S. Bureau of Labor Statistics. 10 10 1983 1987 1991 1995 1999 Year 2003 2007 2011 15 20 25 15 20 25 Total union members (left axis) Total represented by unions (left axis) Union member s as a per cent of total emplo yed (r ight axis) Repr esent ed b y unions as a per cent of t otal emplo yed (r ight axis) Millions Percent of w age and salary w orkers 10 10 1983 1987 1991 1995 1999 Year 2003 2007 2011 15 20 25 15 20 25 Total union members (left axis) Total represented by unions (left axis) Union member s as a per cent of total emplo yed (r ight axis) Repr esent ed b y unions as a per cent of t otal emplo yed (r ight axis) Millions Percent of w age and salary w orkers sea81813_01_c01_001-024.indd 3 12/5/14 2:22 PM Section 1.1 Union Membership Despite a decline in membership, the likelihood of encountering unionized employees is sig - nificant, and in some industries, probable. In 2012 more than 15.9 million workers were rep - resented by a collective bargaining agreement (Mayer, 2014).

What is a labor relations issue? On any given day, the news reflects a multitude of labor issues, all of which impact business. In one part of the country, a strike or work stoppage might be ending, with employees returning to their jobs. In another, 30,000 grocery store workers might authorize a walkout if an agreement is not met. In 2013 four Tennessee workers filed a grievance with the National Labor Relations Board (NLRB) , the federal agency that over - sees labor issues in private industries, claiming that they were being coerced to join a union.

Figure 1.2: Union membership rate of employed wage and salary workers, by industry, annual averages, 2011–2012 Union membership rates from 2011 to 2012 declined in public sector industries and in private sector industries.

U.S. Bureau of Labor Statistics. 2012 2011 Total, pr ivate sect or Agr icultur e and r elat ed Mining , quarr ying , and oil and g as e xtraction Constr uction Manuf actur ing Wholesale and r etail trade Transpor tation and utilities Information Financial activities Professional and b usiness ser vices Education and health ser vices Leisur e and hospitalit y Other Total, public sector Federal go vernment Stat e go vernment Local go vernment 6.6 6.9 1.41.4 7.27.2 13.214.0 9.610.5 4.74.8 20.621.1 9.710.1 1.91.62.42.1 8.18.6 2.72.7 2.53.4 35.937.0 26.928.1 31.331.5 41.743.2 0 20 40 60 Percent of w age and salary w orkers that ar e member s of a union Pu blic sect or Private sect or 2012 2011 Total, pr ivate sect or Agr icultur e and r elat ed Mining , quarr ying , and oil and g as e xtraction Constr uction Manuf actur ing Wholesale and r etail trade Transpor tation and utilities Information Financial activities Professional and b usiness ser vices Education and health ser vices Leisur e and hospitalit y Other Total, public sector Federal go vernment Stat e go vernment Local go vernment 6.6 6.9 1.41.4 7.27.2 13.214.0 9.610.5 4.74.8 20.621.1 9.710.1 1.91.62.42.1 8.18.6 2.72.7 2.53.4 35.937.0 26.928.1 31.331.5 41.743.2 0 20 40 60 Percent of w age and salary w orkers that ar e member s of a union Pu blic sect or Private sect or sea81813_01_c01_001-024.indd 4 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations Meanwhile, in 2013 a union in San Diego that offers sheet-metal workers an apprenticeship with the prospect of earning $70,000 upon graduation was overrun with applicants. As you can see, the issues are varied, far reaching, and impactful.

1.2 The Three Main Players in Labor Relations Let us begin our discussion with an overview of the three major players in labor relations: (a) state and federal governments; (b) labor unions, which consist of employees; and (c) man - agement or the employer. Each one will be discussed separately.

The Government When we use the term government , we are referring to a wide range of entities. Recall that there are both state and federal governments. State governments are administered by the state executive branch , the part of the government that consists of the governor and vari - ous state administrative agencies . The governor may issue executive orders , which are enforceable against state employees and state administrative agencies. If, for example, the governor signed an executive order requiring all workers to be drug tested, this mandate would not apply to private workers but only to state workers.

A state administrative agency is a governmental entity that oversees a particular area that requires expertise, such as labor, and makes laws by holding hearings. Each state has its own labor agency that governs labor issues and may issue opinions about labor disputes. New York, for example, has the New York State Department of Labor, an agency that enforces state labor laws regarding the minimum wage, hours of work, conditions of work, unemployment insurance, and other issues.

What laws are made by a state executive branch? The governor may propose a law, but it must be passed by the legislature—so it is untrue that the governor makes laws, other than execu - tive orders. Administrative agencies often hold hearings that are similar to courts. They are presided over by an administrative law judge who “makes laws” by ruling on controversies. It is accurate to say that administrative agencies make laws in the form of opinions emanating from these hearings.

The second branch of government that makes laws regarding labor is the legislative branch . A legislature consists of representatives elected by the people for the purpose of passing state statutes (legislation) to govern the state. Each state may have a different name for its legislative branch, but they all perform the same function: They pass statutes or state laws. A labor law that a legislature might pass would be one stating that children under age 14 may not be employed in a full-time job.

The third branch is the judicial branch , which consists of the courts in that state. Every state has its own court system, and in these courts the laws formulated by the executive branch and the legislature may be challenged and reviewed. Although courts do not necessarily make laws, they write decisions that interpret the law. A court’s interpretation of the law stands as important language for what the law actually means. You will read court cases throughout this textbook that interpret important statutes concerning workers and their rights. A court’s sea81813_01_c01_001-024.indd 5 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations interpretation of what a statute means may be much different from your own. The court’s interpretation of statutes is not a precise science—which can result in a hodgepodge of laws, depending on which state you study.

All three of these entities taken together—the executive branch through the governor, the legislature, and the courts—make laws that form the building blocks of employees’ rights and duties. When speaking of state labor law, therefore, we mean not one law but composites of laws as represented by the aggregate of the three branches. A schematic of these branches is represented in Figure 1.3.

The state governments and the federal government coexist and function on two parallel planes. The states deal with some issues, and the federal branch deals with others. Discerning which issue is covered by which entity is often a complex task and beyond the scope of this textbook.

The federal level has the same system that also consists of three branches: the executive, legislative, and judicial. The federal executive branch is headed by the president, who is empowered under the U.S. Constitution with veto power over congressional legislation, as well as the power to recommend legislation. The president has powers regarding strikes, especially when they threaten national welfare. In this sense presidents “make laws” regard - ing labor. Some presidents have used their political powers to greatly impact the power and reach of unions, whereas others have used the same powers to diminish their strength.

Under the executive branch are also federal administrative agencies . At the federal level, the NLRB is the most important administrative agency that oversees federal labor law and union activity for private industry. The NLRB holds hearings to resolve important labor dis - putes; these operate much like a court proceeding.

Figure 1.3: Overview of how state law is made State labor law is a composite of laws, as represented by the aggregate of the legislative, executive, and judicial branches. Legislativ e Br anch Stat e Legislat ure Judicial Br anc h Stat e Cour t S ystem Go vernor issues executiv e or der s Stat e administrativ e agencies ha ve hea rings regarding wor kplace issues Cour ts r ule on labor issues taking placein b usiness and issue decisions that mak e law Executiv e Br anc h Stat e Administr ativ e Ag encies Passes stat e la ws called statut es Legislativ e Br anch Stat e Legislat ure Judicial Br anc h Stat e Cour t S ystem Go vernor issues executiv e or der s Stat e administrativ e agencies ha ve hea rings regarding wor kplace issues Cour ts r ule on labor issues taking placein b usiness and issue decisions that mak e law Executiv e Br anc h Stat e Administr ativ e Ag encies Passes stat e la ws called statut es sea81813_01_c01_001-024.indd 6 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations The federal legislative branch is named Congress , and it passes statutes, some of which have to do with labor. Throughout this textbook, we will speak of federal laws with names like the National Labor Relations Act or the Labor Management Relations Act. These are just two examples of laws passed by Congress that impact unions.

The third branch is the federal judicial system , or court system, which also plays a signifi - cant role in labor relations. Courts hear controversies and issue written opinions. These judi - cial opinions form a body of law called case law ; for example, there are thousands of federal court decisions pertaining to labor issues. These decisions are instructive about what the law is, so reading cases is an important part of understanding labor relations. Throughout this text you will read actual court decisions pertaining to topics in the chapters and see the courts’ reasoning on complex issues.

Another way in which courts play an essential role in labor relations is by issuing injunctions , which are orders by a court to do a specific act, or refrain from doing an act. For example, a court might issue an injunction against a striking union (a union that is refusing to work), ordering its workers to return to work; or an injunction might order management to refrain from conduct - ing surveillance of striking workers. Taken together, federal legislation (statutes), federal court decisions (judicial), and presidential power and administrative agencies (executive) form a body of federal labor relations law. Figure 1.4 illustrates the federal sources of labor law.

Figure 1.4: Federal sources of labor law Taken together, the legislative, executive, and judicial branches form a body of federal labor relations law. President has str ike- busting po wers Federal administrativ e agencies include theNational Labor R elations Boar d, an agency thatoversees unions Cour ts r ule on labor issues taking placein b usiness and issue decisions that mak e law The f ederal cour ts include the U .S. Supr eme Cour t, which is the f inal decision mak er on impor tant labor disput es and polic y Executiv e Br anc h Feder al Administ rative Ag encies Passes f ederal la ws called statut es Of not e: The National LaborRe lations Act is a federal statut e Legislativ e Branch JudicialBranc h Feder al Legislat ure (Congr ess) Feder al Cou rt System Executiv e Branch President has str ike- busting po wers Federal administrativ e agencies include theNational Labor R elations Boar d, an agency thatoversees unions Cour ts r ule on labor issues taking placein b usiness and issue decisions that mak e law The f ederal cour ts include the U .S. Supr eme Cour t, which is the f inal decision mak er on impor tant labor disput es and polic y Executiv e Br anc h Feder al Administ rative Ag encies Passes f ederal la ws called statut es Of not e: The National LaborRe lations Act is a federal statut e Legislativ e Branch JudicialBranc h Feder al Legislat ure (Congr ess) Feder al Cou rt System Executiv e Branch sea81813_01_c01_001-024.indd 7 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations In summary, the role of the government in labor relations takes place via the courts, where judges make decisions about labor controversies. Administrative agencies such as the NLRB oversee the labor process, and the legislative branch passes statutes that oversee labor, such as the National Labor Relations Act.

Labor Unions The next player in the field of labor relations is the union itself. A labor union is a collective body of workers who usually join together to achieve higher wages and certain benefits. Once a labor union is formed at a business or within an industry, management is obligated to sit down and negotiate an agreement with that union’s representatives; this agreement is called a collective bargaining agreement (CBA) . The process of labor meeting with management to negotiate is termed collective bargaining.

The collective bargaining agreement is a contract that sets out in detail the understanding between labor and management of the terms and conditions of employment, such as wages, vacations, and hours worked per week. By forcing management to come to the bargaining table and hear labor’s concerns and address each one, the power differential between labor and man - agement is diminished. Without a labor union, this right to collectively bargain would not exist.

In addition to compelling a collective bargaining agreement, another advantage of a labor union is its ability to strike, thus shutting down an employer’s ability to produce its product. This economic threat may force an employer to bargain and reach an agreement with the union so that the workers will return to their jobs and production can resume. The threat of a strike may compel management to concede to better conditions for workers. Thus, the collective nature of a union—the idea that there is strength in numbers—works to improve working conditions.

Without a union, workers would have a difficult time organizing or presenting a united front.

Unions also hold important economic and political sway outside the confines of a business.

Consider that more than 14.5 million workers belong to a union, and each worker pays union dues. Unions therefore have millions of dollars to spend. One way they spend that money is by supporting the election of political candidates who are pro-labor. Unions’ influence on elections may have a significant ripple effect. If a pro-labor president is elected, he or she will have the authority to appoint judges who oversee labor disputes and select members of the NLRB, which sets the country’s labor policy.

With 14.5 million members, unions are also a powerful political force. Assuming that union members vote the same way, the size of their organizations alone could affect the outcome of an election. The heads of labor organizations are often powerful and influential people who are skilled at representing the needs of the workers and shaping the American people’s view of labor.

Historically, labor unions first formed when employees became tired of suffering brutal work - ing conditions that featured few rules governing the number of hours worked, safety of condi - tions, or fair pay. Although initial organizing improved some aspects of work, unions continued to grow because employees were still paid poorly and remained unprotected in other areas, such as safety, medical coverage for injuries, health benefits, or retirement funds. By collectively organizing, employees realized they had the power to improve their working lives.

Union power and activities can also negatively affect workers, however. The coal mining industry provides a dramatic example of this. In what is referred to as the Hocking Valley sea81813_01_c01_001-024.indd 8 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations Coal Miners’ Strike of 1874, workers went on strike when the company slashed their wages. Many of the miners and their families lived in company-owned housing. When they went on strike, the company evicted the miners’ wives and children from their homes and hired armed guards to harass them. The workers had no place to live and created tent cities for their fami - lies. The armed guards went on a moving train through one of the encampments, firing rifles at the workers and their families. The strikers retaliated, killing 16 guards in the process. The violence was not quelled until the army was called in to end the dispute (Cotkin, 1978).

Such tragedies are part of America’s labor history. This example demonstrates that although labor unions’ goal is to improve the lives of workers, its pursuit has also been marked by inci - dents of violence that have left a lasting impression on the collective conscience of the Amer - ican people. For more information on the Hocking Valley Coal Miners’ Strike, visit h t t p : // w w w.ohiohistorycentral.org/w/Great _Hocking _Valley_Coal_ Strike_of_1884-1885?rec=501 Employees The field of labor relations is concerned with unions, which are formed by employees. Under - standing who is and is not an employee will be essential to your understanding of who can form a union.

An employee is a worker hired by the employer to perform certain tasks under the employer’s direct supervision. Generally, employees are characterized by the following: Their employer dictates what time they will come to work, exactly what job they will do when they get there, where the work will take place, and how much the employee will be paid. In short, the employer controls how, when, and where the employee works.

Independent Contractors Independent contractors , on the other hand, are not employees because they are not under the control of an employer. Instead, they work at their own discretion. For instance, if you needed a new roof for your home, you could hire a building contractor. That contractor would arrive at your home at a time he chose, use materials he selected, install the materials in a man - ner he thought best, and complete the job at his own pace in his own way.

Unlike an employee, independent con - tractors are usually hired for one job, paid once instead of on a continuing basis, and subject to their own control, not the employer’s. As a result, the homeowner in this example would not be deemed an employer, and the roofer would not be an employee but instead an independent contractor. Monkey Business Images/Thinkstock A roofer is an example of an independent contractor, someone who is hired for a specific job, paid for completing that job, and subject to his or her own control rather than an employer’s. sea81813_01_c01_001-024.indd 9 12/5/14 2:22 PM Section 1.2 The Three Main Players in Labor Relations There are many grey areas to independent contractors, however, and thus ongoing debate about whether certain types of workers are in fact employees or independent contractors.

The distinction is not always clear, but the ramifications of the classification are significant.

One reason that employers classify workers as independent contractors is so the employer does not have to pay for that worker’s Social Security or health benefits. Classifying a worker as an independent contractor also means the worker cannot be part of the union.

In any event both the courts and the NLRB vacillate about whether a group of workers are in fact employees. Would you think, for example, that graduate teaching assistants are employ - ees and thus may form a union? In the 2004 decision Brown University , the NLRB ruled that “graduate student assistants who perform services at a university in connection with their studies are not statutory employees within the meaning of Section 2(3) of the National Labor Relations Act, because they have a primarily educational, not economic relationship with their university” ( Brown University v. NLRB , 2004). As a result, the teaching assistants were not allowed to unionize. Thus, the classification of a worker as an employee and the ability to discern which workers will be classified as employees and who will not is essential in under - standing who may and may not unionize. To read the full Brown University v. NLRB 2004 deci - sion, visit ht tp://mynlrb.nlrb.gov/link/document.aspx/09031d45800076ac Management and Employers The third major player in labor relations is management. Management may consist of salaried workers, as opposed to those paid on an hourly basis. Salaried workers are often referred to as exempt , which means they are exempt from the Fair Labor Standards Act, whereas hourly employees are called nonexempt because they are under the purview of the act. Management can range from the legions of supervisors at a large corporation to a two-person business that consists of the owner (management) and the worker. In the context of labor relations, it is important to identify who is a supervisor because a significant legal line is drawn between management and labor (workers).

If a particular business is governed by the National Labor Relations Act, one part of the act dictates what management is obligated to do and another relates to unionized workers. Man - agers sit on one side of the table when the parties negotiate a contract, and the workers or their union representatives sit across from them. Thus, in businesses in which workers are represented by a labor organization, the dichotomy between management and workers has legal, social, political, economic, and cultural ramifications.

Management has a different perspective and group of needs that are often diametrically opposite to that of labor. The pressures on managers include producing a quality product or service, competing in a global marketplace, keeping costs to a minimum, and retaining satis - fied customers. Management is concerned with the bottom line: If the company is not making money then it will go out of business. Therefore, cost is the utmost concern. Labor, on the other hand, wants to earn a fair wage and work in a safe environment. But what is a fair wage?

What is a safe environment? How much will it cost? sea81813_01_c01_001-024.indd 10 12/5/14 2:22 PM Section 1.3 Introduction to Unionization There are pressures on every sector that complicate seemingly simple issues. For example, management might want to cut costs, which might mean decreasing health benefits for employees. Or the company may wish to move to a different section of the country where costs are lower, but that means all workers in the current facility will lose their jobs. There is a natural tension between the group that wants to compete at the cheapest price and the group that wants to work in an environment that provides basic necessities.

The resulting tension may lead to dissatisfaction on the part of both management and employ - ees. Employees can feel especially helpless to change their working conditions or discounted if they bring problems to management’s attention. Employees who feel unheard and powerless to change their work environment often find unionizing empowering, because it forces manage - ment to listen to concerns and make necessary changes. There is a direct correlation between discontent and unionization. On the other hand, having management listen to and work with employees so they are part of the decision-making process helps diminish such discontent.

If a union is formed in a particular business, the manager must learn the rules and regulations governing labor relations very quickly. Unionization presents various legal requirements and lists of do’s and don’ts that management must be aware of, comply with, and educate its staff about or face serious consequences that include fines and expensive legal costs.

Because the stakes are so high, there is a high demand for people trained in the study of labor relations. Employment opportunities in this area include union organizers, managers with labor experience, negotiators, mediators, neutrals, arbitrators, and labor attorneys, as well as judges, administrative hearing officers, and support staff.

1.3 Introduction to Unionization At the heart of labor relations is the concept that employees have much more power when they join together and collectively present concerns to management through a union. A union is typically an organization whose function is to protect the rights of employees, whether in terms of wages, hours, conditions of employment, grievances, disputes, or any other function of the work environment.

We will learn from the history of unions discussed later in this text that when employees band together and make demands of their employers, their work conditions often change for the better. Wages increase, workplaces become safer, and employee grievances are heard and resolved. According to a 2003 Economic Policy Institute study, some of the advantages enjoyed by unionized workers include a 28.2% greater chance of getting health insurance and a 53.9% better chance of having a pension. The decline of unions since the 1950s, on the other hand, has resulted in significant wage decreases as well as wage inequality (Mishel, 2012).

There is a downside to organized labor, however. Economists are divided about whether unions drive up the price of goods by demanding pay that is not representative of supply and demand. As a result, unions are often viewed as inflating the cost of living. In addition, because union members can go on strike and shut down a business, they can have serious sea81813_01_c01_001-024.indd 11 12/5/14 2:22 PM Section 1.3 Introduction to Unionization and deleterious effects on the national economy. Furthermore, in some of the largest unions, officers have been convicted of fraud and corruption, giving unions a reputation for illegal activities.

Political leadership in the United States has also run the gamut from being proactive about labor—such as President Franklin D. Roosevelt—to being antiunion, as some considered President George W. Bush. In short, the American people and their leaders are generally con - flicted about whether unions are a positive force; this conflict impacts every aspect of the field of labor relations.

Collective Bargaining Collective bargaining is the process whereby the union represents employees in formulat - ing a contract with management. Before that can happen, however, there are a number of steps and conditions to be fulfilled. First, the employees must belong to an identifiable group of workers called a bargaining unit . A bargaining unit is a discrete group of workers within a plant, firm, occupation, or industry that, on the basis of commonality of interest or production process, is determined by the NLRB to be the appropriate unit for collective bargaining purposes. For example, workers who have a commonality of interest, such as working in the same plant, or workers engaged in the same industry like building cars could be a bargaining unit. If the bargaining unit is recognized by the NLRB, then the unit is the only one that can negotiate with management.

The end product of collective bargaining is a collective bargaining agreement. You may won - der what this looks like. The following video shows you an example of the agreement that was hammered out by the National Football league to cover the years 2006 to 2012. This is important because one of the main reasons to form a union is to force management to bargain with the union over the terms and conditions of employ - ment. The union is the exclusive representative for all the employees within the bargaining unit. Exclusive representation means that management cannot enter into separate agreements with different workers. Once workers are officially recognized as a union, manage - ment is mandated to deal with that union and bargain in good faith, which means manage - ment and workers must come to the bargaining table with the intent to enter into a final agreement that will spell out the terms and conditions of employment.

Under the National Labor Relations Act, the federal law that governs unions, there are certain employees who may not form a bargaining unit. These include supervisors, independent con - tractors, managers, and agricultural workers, who are all deemed exempt from the act.

When the union negotiates a collective bargaining agreement with management, it is essen - tially a contract that governs the working conditions. To negotiate the CBA, the union may send representatives, or the workers themselves may elect other workers to represent them at the bargaining table. Once an agreement is written, it is presented to the employees for a Wat ch T hi s To view a video concerning the National Football League’s collective bargaining agreement, visit ht tps://w w w.youtube .com/watch?v=_pKPLIt3ZO0 sea81813_01_c01_001-024.indd 12 12/5/14 2:22 PM Section 1.3 Introduction to Unionization vote; a majority vote means the agreement is ratified , or approved. If ratified, both manage - ment and the union must operate under the CBA for the length of that agreement or they will be in violation of it.

Note that when a majority of workers vote for the agreement, the minority—even if it is 49% of the workers—is still governed by the terms of the contract, even if they do not agree with the wages, hours, or conditions of employment that the union and management agreed on.

Though all of the terms negotiated by the union representative might not be satisfactory to each individual, by being employed at that particular place they concede their power to the union and its representatives.

Reasons Why Workers Unionize There are many theories for why employees tend to unionize. The preceding material empha - sized the concept that there is strength in numbers. But if the work environment was satisfy - ing to all workers, would there be any unionization? Dissatisfaction with working conditions combined with management’s refusal to deal with complaints is one of the most powerful and motivating reasons workers feel the need to unionize (Manktelow, n.d.).

The next chapter will go into detail about the early history of labor unions in America. But in general, in the 1800s there were no rules or regulations governing the workplace. There were no limitations on how many hours someone could work, nor were there rules or regu - lations about safety conditions. In one example, workers in factories that caught fire died because management had nailed the doors and windows shut, which made it impossible for them to escape. You will see a correlation between unionization and the mistreatment of workers by employers.

Even with the advent of labor laws to protect workers, there remained many reasons for them to unionize. Many employers ignore the complaints or grievances of their employees, treat workers disrespectfully, allow unsafe working conditions, and pay unfair wages. Employee perception that management favors one employee over another in the application of rules is cited as one of the top reasons for work dissatisfaction leading to unionization (Mitchell & Simpson, 2009).

Employees feel motivated to unionize when they perceive a lack of job security and feel that a union would ensure both their livelihood and foster a more respectful and responsive work - place. In addition, the perception that a union will effectively correct unfairness in the workplace is also a key motivator (Deckop, 2006). As mentioned previously, another benefit of unioniza - tion is an increased national political presence. Unions give workers a strong voice on issues of national concern such as health care and education. They also contribute large sums of money to political candidates who take into consideration labor’s view when proposing or opposing legislation.

Employees who are union members are often proud to belong to an organization that has a great deal of power. Employees report feeling positive on a personal level about belonging to a group as well as about the benefits a union can bestow by virtue of its size and organization. sea81813_01_c01_001-024.indd 13 12/5/14 2:22 PM Section 1.3 Introduction to Unionization Management Beliefs About Unionization Management often views unionization negatively, if for no other reason than the loss of flex - ibility that results from a collective bargaining agreement (Verma, 2005). There is no doubt that once a business undergoes unionization, the entire tenor of the business changes. As noted previously, management must enter into a collective bargaining agreement with the bargaining unit, which spells out the terms and conditions of employment. The employer must abide by detailed and complex laws and regulations such as the National Labor Rela - tions Act.

When compliance with the law or bargaining is required, businesses must immediately con - sider the costs. A business that bargains with a union must hire a specialized labor negotia - tor familiar with bargaining agreements, usually a highly skilled attorney. The cost for such services will run thousands of dollars per day . In addition to the expense involved, once a union is in place all actions are thereafter governed by the CBA. This means a loss of flexibility, since employers must stay within the agreement’s In the News: Casino Workers Vote to Join Union Based on a newspaper article by Brown, M. Graton Casino Workers Vote to Join Union (July 22, 2014), http://www.pressdemocrat.com/news/2420738-181/graton-casino-workers-vote-to Although union membership is declining overall, some sectors are experiencing a growth spurt. For example, casino workers constitute a growing unionized force. Unite Here repre - sents 100,000 workers at gambling sites in both the United States and Canada, including pres - tigious resorts such as those owned by MGM Resorts, Caesars Entertainment, Wynn Resorts, and Boyd Gaming. The union is partnered with the Teamsters and International Union of Oper - ating Engineers in an effort to coordinate organizing and bargaining in the gaming industry.

In California alone, about half of all casino workers are unionized. Employees recently orga - nized at the Graton Resort & Casino in Rohnert Park, California. The owners of the casino, the Federated Indians of Graton Rancheria, supported unionization. The tribal chair himself pressed for casino workers’ ability to unionize, stating that he supported the right of workers to have good jobs with good benefits.

The workers cited two reasons for wanting union representation. First, they wanted job secu - rity, which they felt a collective bargaining agreement would offer; and second, they had con - cerns about seeing coworkers fired without just cause (some reported cases in which workers were allegedly fired for taking too many sick days).

Discussion Questions 1. Why do you think unions are losing members? Do you think one factor might be the type of industry that the union is concerned with organizing? Do you think that organiz - ing in some types of industries is easier than others? Why or why not? 2. What impact do you think management support of unionization has on the union’s suc- cess in organizing? Do you think the tribal chair’s support of the union helped with the ultimate decision to unionize? Explain your reasoning. 3. These workers listed two reasons to form a union. Can you think of other reasons that would be considered essential to workers that are not part of this list? sea81813_01_c01_001-024.indd 14 12/5/14 2:22 PM Section 1.4 Types of Unions and Union Structures confines. Employers must put a grievance procedure into place and provide staff to hear grievances, which is another expense. If the workers go on strike, the busi - ness will lose production and incur the security costs also associated with a strike.

Many employers threatened with unionization react with a campaign to thwart formation: For example, Walmart chose to shut one of its stores in Canada after it unionized (United Food and Commercial Workers, 2005). An entire industry exists of consultants whose job it is to persuade employees not to vote for unioniza - tion. The video feature offers some interesting informa - tion about opposing labor unions, and an example of a website that promotes one company’s message to keep out unions appears in Figure 1.5.

Figure 1.5: Labor Relations Institute tips to prevent unions The Labor Relations Institute, Inc. is a consulting firm that helps organizations maintain a union-free workplace.

Reprinted with permission from Labor Relations Institute. Be confident that the right people have the right tools, and know what to do with them.

C ampaign in a Bo x First R esponder Training Tripwir e™ Super visor Training C ampaign Tools Audit Campaign P repar ation Find potential weaknesses, r educe risks, and str engthen the workplace. Ext ernal Vulnerabilit y Audit Sit e Selection Ey e in the Sk y™ Int ernal Vulnerabilit y Audit Assessing Vulner ability A healthy workplace is a “har d target” for union organizers. It also pays bigdividends to the bottom line!

Super visor DNA Assessment Front-Line Super visor Training Emplo yee Eng agement Sur veys Positiv e Wo rkplace Strengthen the relationship with your employees thr ough ef fective communication. C ompa ny Cultu re Videos Print C ommunication Tools Web Sit e and Social Media Comm unication Tools Wat ch T hi s To view a video giving an example of union busting at Walmart, visit h t t p s : // w w w.youtube.com/watch?v=2OjHW BTyf Y0&index=3&list=PLsANBz8CI hEC-4mo4aO0aRZYaxu43VDc2 When Volkswagen considered putting in a plant in Chattanooga, Tennessee, local politicians were so adamantly opposed to unions coming into the plant that they publicly went on the record and opposed the American Federation of Labor and Congress of Industrial Organizations. This brief video illustrates this hostile attitude. ht tps://w w w.youtube.com/watch?v=8uE 5SonXJGA 1.4 Types of Unions and Union Structures Unions may be classified in numerous ways. This section explains some of the more common types of unions and their definitions. Be confident that the right people have the right tools, and know what to do with them.

C ampaign in a Bo x First R esponder Training Tripwir e™ Super visor Training C ampaign Tools Audit Campaign P repar ation Find potential weaknesses, r educe risks, and str engthen the workplace. Ext ernal Vulnerabilit y Audit Sit e Selection Ey e in the Sk y™ Int ernal Vulnerabilit y Audit Assessing Vulner ability A healthy workplace is a “har d target” for union organizers. It also pays bigdividends to the bottom line!

Super visor DNA Assessment Front-Line Super visor Training Emplo yee Eng agement Sur veys Positiv e Wo rkplace Strengthen the relationship with your employees thr ough ef fective communication. C ompa ny Cultu re Videos Print C ommunication Tools Web Sit e and Social Media Comm unication Tools sea81813_01_c01_001-024.indd 15 12/5/14 2:22 PM Section 1.4 Types of Unions and Union Structures Craft Versus Industrial Unions A craft union , sometimes referred to as a horizontal or trade union, orga - nizes workers along occupational lines. These unions originated from the guilds in medieval Europe when workers started as an apprentice and learned a trade. As discussed in more depth in the next chapter, the earli - est unions in the United States were craft unions. Historically, they trained workers in a specific skill through apprenticeships. These workers took great pride in their particular craft and, believing they should be com - pensated fairly for their talents, joined together with other similarly trained craftspeople to represent their inter - est in obtaining higher wages and safer working conditions. One of the earliest examples of an American craft union was a union of shoemakers that formed in Philadelphia in 1792.

Industrial unions , or vertical unions, on the other hand, are formed along industry lines, meaning a particular type of business. For example, employees in the automobile industry may be members of the United Automobile Workers (UAW) , a union open to workers in several industries, including the auto industry. UAW members in the auto industry might be cleaners, bolt makers, or assemblers, but what they all share in common is that they work in the same type of industry: auto making.

Historians generally consider craft unions as most viable until the 1930s. Because they lim - ited their membership to skilled workers only, they experienced a steady decrease in mem - bership until they changed their membership standards to include nonskilled workers in the 1940s. Industrial unions, on the other hand, increased membership as they admitted members who were both skilled and unskilled. Of the original 133 craft unions in the United States, only 28 were left by 1915, and even those that remained reached out to all types of workers and were not purely craft unions anymore (Tomlins, 1985). Public Versus Private Unions Unions may also be categorized as either public or private. A public union is one whose mem - bers work for a state or federal governmental entity. For example, nurses employed at a state hospital are state employees and therefore public employees; if they unionize, the union is public.

The American Federation of State, County and Municipal Employees is the largest public union in the United States today. Public unions are growing in strength and size and play a formidable role in national politics, as you will see in later chapters. Mary Evans/Everett Collection Craft unions used apprenticeships to train workers in a specific skill. Wat ch T hi s To view a video on the differences between craft and industrial unions, visit h t t p s : // www.youtube.com/watch?v=ZbUblVPW5Ig sea81813_01_c01_001-024.indd 16 12/5/14 2:22 PM Section 1.4 Types of Unions and Union Structures Private unions are those that form in a business that is not governmental. If the employees of a major steel producer decide to unionize, for example, the union is private because steel production is undertaken by private industry and not a governmental entity.

The distinction between public and private unions has many important ramifications that are essential to understand. Private unions are governed by the National Labor Relations Act and the NLRB. Public unions are governed by individual state laws or by federal law, but public unions are not governed by the National Labor Relations Act, nor do they have disputes heard before the NLRB. Local Versus National Unions One way to understand how unions are organized is to begin at the local level. The locals are usu - ally formed on a geographic basis. For example, electrical workers in a city or town may form a local chapter of the International Brotherhood of Electrical Workers for their area. The local must receive recognition from the national organiza - tion, which is usually granted in a charter . A char - ter is an official document issued by the national union that confers powers on the local to organize and represent itself as affiliated with the national organization. A national union , on the other hand, is the overarching organization that brings together all of the locals. This entity represents the local chapters, gives them an identity with which people can readily associate, and lobbies govern - ments for better working conditions.

Rank-and-file members, or the members of a union (not including its leadership), have the most con - tact with their local. There they can obtain advice about benefits, look for a job, file a grievance (or at least receive support if they have a grievance), and receive information about the happenings of the state and national organization. The locals elect representatives to attend the national organiza - tion meetings, which hold a national convention at least every five years. The representatives who attend the national convention elect the union’s national officers. The national organization often deals with political influencing, such as lobbying Congress on issues relevant to labor, negotiating national contracts for its members, and setting up educational programs.

Figure 1.6 shows the basic structure of local and national unions. Figure 1.6: Basic structure of local and national unions Local unions are formed on a geographic basis, and national unions are overarching organizations that bring together and represent the different local unions. National O rganization AFL -CIO Consisting of 58 National Or ganizations Holds a con vention at least once every 5 years. The national con vention is at tended b y representativ es fr om the locals who elect the national of ficers. The national or ganization: C oordinat es national contract negotiations Eng ages in political action and or ganizing Arranges f or training and education Loc al Unions Receiv e recognition and author ity to operat e from the national union. Member s elect the local of ficer s who r un the local s. Member s select deleg ates t o represent them at the national con vention. At the local le vel, membe rs: Vote on collectiv e ba rgaining agr eements R eceiv e assistance with g rievances De vise their o wn str uctur e/bylaws Man y local unions appoint b usiness agents to handle the dail y and detailed wor k of the union. National O rganization AFL -CIO Consisting of 58 National Or ganizations Holds a con vention at least once every 5 years. The national con vention is at tended b y representativ es fr om the locals who elect the national of ficers. The national or ganization: C oordinat es national contract negotiations Eng ages in political action and or ganizing Arranges f or training and education Loc al Unions Receiv e recognition and author ity to operat e from the national union. Member s elect the local of ficer s who r un the local s. Member s select deleg ates t o represent them at the national con vention. At the local le vel, membe rs: Vote on collectiv e ba rgaining agr eements R eceiv e assistance with g rievances De vise their o wn str uctur e/bylaws Man y local unions appoint b usiness agents to handle the dail y and detailed wor k of the union. sea81813_01_c01_001-024.indd 17 12/5/14 2:22 PM Section 1.4 Types of Unions and Union Structures Fifty-eight national unions have joined together and affiliated themselves with the American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) . The AFL-CIO is not a union; instead, it is a federation that represents the national unions on legislation, edu - cation, civil rights, and health issues, to name a few (see Figure 1.7).

The other major umbrella organization is the Change to Win Federation , sometimes referred to as a coalition. This organization began in 2005 when the Service Employees International Union (with 1.7 million members) and the International Brotherhood of Teamsters (with 1.3 million) both withdrew from the AFL-CIO over internal political mat - ters, taking with them more than $20 million in annual dues. Today this organization con - sists of both of those unions plus the United Farmworkers Union.

Change to Win is overseen by a leadership council consisting of the officers of the three affili - ated labor organizations and three at-large members. The council meets four times per year to discuss issues and carry out the purpose of the alli - ance, which is to better the lives of its workers and to engage in organizing workers. The organization also has a convention to which each of the three affiliates send representatives (Change to Win, 2014).

The AFL-CIO is considered the stronger and more politically savvy organization, whereas Change to Win is considered more focused on grassroots efforts that include directly organizing workers. Speculation that the two coalitions are discussing a merger occurs sporadically, but as of 2014, this had not occurred (Watts, 2012).

Figure 1.7: Examples of unions in the AFL-CIO Fifty-eight national unions are affiliated with the AFL-CIO. International Longshor emen ’s As sociation Farm L abor OrganizingCommit tee NFL Pla yers As sociation National Nur ses Unit ed Unit ed Mine Wo rkers of Amer ica International Brother hood of Electr ical Wo rkers Comm unication Wo rkers of Amer ica Amer ican F eder ation of Teache rs Office and Pro fessional Emplo yees International Union Wr iters Guild of Amer ica Air Line PilotsAssociation Ac tors’ Equity Association Some R epr esentativ e Unions in the AF L-CIO Wat ch T hi s To watch an overview of Change to Win, visit ht tps://w w w.youtube.com /watch?v=vKREFu46Gwo International Longshor emen ’s As sociation Farm L abor OrganizingCommit tee NFL Pla yers As sociation National Nur ses Unit ed Unit ed Mine Wo rkers of Amer ica International Brother hood of Electr ical Wo rkers Comm unication Wo rkers of Amer ica Amer ican F eder ation of Teache rs Office and Pro fessional Emplo yees International Union Wr iters Guild of Amer ica Air Line PilotsAssociation Ac tors’ Equity Association Some R epr esentativ e Unions in the AF L-CIO sea81813_01_c01_001-024.indd 18 12/5/14 2:22 PM Section 1.4 Types of Unions and Union Structures Nonunion Organizations Workers sometimes form alliances with one another that are not formal or approved by the NLRB or a governmental organization. Although the alliance may strive for better working conditions, increased salaries, or safety improvements—and therefore appear to be a union in terms of its organization and tactics—it is not considered a labor organization and there - fore does not have the right to collectively bargain, because it did not form in accordance with a state or federal law. These organizations or alliances are called nonunion organizations . Nonunion organizations have many positive attributes and can accomplish much good for their employees, just as unions can. However, they are limited in how they represent workers because they may not enter into collective bargaining agreements. A collective bargaining agreement is at the heart of a labor organization’s power because it forces management to negotiate with its workers to establish the terms and conditions of their employment. Con - versely, if a group does not have collective bargaining powers, then it cannot force such nego - tiations; it only has the power of persuasion, picketing, bad publicity, and the like to persuade an employer to agree to its demands.

Despite this, workers form alliances for many reasons, be they one-time disputes with man - agement or more systemic problems with pay or conditions of employment. One example of a nonunion organization is OUR Walmart (Organization United for Respect at Walmart; see ht tp://forrespect.org ), a group of employees that protest their pay and hours at Walmart stores. Their protests have garnered national attention and raised publicity about poor pay and Walmart’s failure to hire workers full time.

Despite the fact that nonunion organizations lack collective bargaining rights, they are not completely vulnerable. The National Labor Relations Act protects concerted activity , which is the right of workers to act together to try to improve their pay and working conditions, with or without a union (National Labor Relations Act, 2006).

For example, Hispanics United of Buffalo is an organization that consists of employees who pro - vide social services to low-income clients. These workers were fired after they complained about their working conditions, workloads, and staffing through posts on Facebook. Although they were not represented by a union, the NLRB stepped in because talking to one another at work, complaining to each other about their working conditions, and post - ing comments constitutes “protected, concerted activ - ity” ( Hispanics United of Buffalo , 2012). Or consider the situation at an Omaha, Nebraska, meat processing and packaging plant, where a group of employees walked off the production line in protest over their working conditions. The workers were not members of a union. They met with the plant manager to express their concerns. One month later the manager learned that another walkout was planned. He called each of the workers into his office and fired them. The NLRB held that the walkout was “concerted protected activity” ( Greater Omaha Packing Co., Inc. and Heartland Workers Center , 2014) and ordered that the employees be reinstated to their jobs with full back pay and benefits. Wat ch T hi s To view a video about Hispanics United, visit ht tps://w w w.youtube.com/watch? v=XKa0aPUm_lo sea81813_01_c01_001-024.indd 19 12/5/14 2:22 PM Summary & Resources What implications does this have for you as a manager? If a union exists in your workplace, you know that this imposes particular responsibilities on you; but you need to be aware that workers acting together who are not unionized also impose legal obligations. Summary & Resources Summary of Chapter Concepts • The study of labor relations encompasses numerous concepts, including the distinc - tion between private and public unions, learning about the complications that arise from unionization, and the need to be familiar with this area of study. • Labor law is based on laws from a number of sources: the state and federal executive branches, the state and federal legislative branches, and the state and federal judiciary. • There are three main players in labor relations: the government, which consists of the legislature, executive branch, and judiciary; the labor union, which consists of employees; and management, which consists of employers or owners. • Unionization is based on the concept that employees have more power when they join collectively to present concerns. Unionization also has many detractors who believe that unions cause inflated wages, violence, and corruption. • Collective bargaining is the process whereby management meets with union repre - sentatives to make an agreement that will thereafter control their relationship. • Workers unionize for many reasons, including better wages, hours, conditions of employment, safety improvements, and the need to be respected and heard by management. • Employers tend to dislike unions because of increased paperwork, inflated prices and wages, increased operating expenses, and imposed restraints that decrease the ability to be flexible. • Unions are generally divided into public or private, and craft (horizontal) or indus - trial (vertical). • Union structure typically features locals, or regional unions, and national unions.

Fifty-eight national unions are affiliated as the AFL-CIO, the largest labor organiza - tion in the United States. • Nonunion organizations are those affiliations that have not formed under a federal or state law but still include employees who work toward bettering their condi - tions of employment; if the workers act together to improve their working con - ditions, even if they are not unionized, such concerted activity is covered by the National Labor Relations Act. Key Terms administrative agency A unit in the govern - ment that oversees a particular area of exper - tise and makes laws by holding hearings.

administrative law judge The person who presides over hearings in administrative agencies. American Federation of Labor and Con - gress of Industrial Organizations (AFL-CIO) The largest coalition of labor unions in the United States, consisting of 58 national unions and about 12.5 million members. sea81813_01_c01_001-024.indd 20 12/5/14 2:22 PM Summary & Resources American Federation of State, County and Municipal Employees The largest public union in the United States.

bargaining unit A discrete group of workers within a plant, firm, occupation, or industry that, on the basis of common - ality of interest or production process, is determined by the National Labor Relations Board to be the appropriate unit for collec - tive bargaining purposes.

case law When a judge renders a decision and writes an opinion, that opinion is called case law.

Change to Win Federation Sometimes called the Change to Win Coalition, this is the second largest coalition of labor unions in the United States, after the AFL-CIO.

charter An official document issued by the national union; it confers powers on the local chapter to organize and represent itself as affiliated with the national organization.

collective bargaining The process whereby a union represents employees in formulating a contract with management.

collective bargaining agreement (CBA) A contract between labor and management that spells out the terms and conditions of employment.

concerted activity The right of workers to act together to try to improve their pay and working conditions, with or without a union.

Congress The federal legislative branch of government that passes laws called federal statutes.

craft unions A type of union that organizes workers along occupational lines; also called a horizontal or trade union.

employee A worker hired by the employer to perform certain tasks under the direct supervision of the employer. executive branch One of the three branches of a state or federal government, headed by a governor at the state level and the president at the federal.

executive orders An order issued by a governor or president that applies to state or federal workers and is considered to have the force of law.

exempt employees Employees who are not paid on an hourly basis but instead are paid a salary and therefore are exempt from the National Labor Relations Act.

federal administrative agencies Federal governmental entities that oversee specific specialized areas. In labor the National Labor Relations Board is an example.

federal executive branch The president and the federal administrative agencies.

federal judicial system The court system in the federal government; federal courts.

Hocking Valley Coal Miners’ Strike A famous 1874 U.S. strike that is an example of striker violence.

independent contractor A worker who is not an employee but who is hired for one job, is not supervised by the person hiring, and who manages how he or she does the job.

industrial unions A type of union in which the workers are engaged in the performance of a particular service or the production of a particular commodity; also called a vertical union.

injunction An order from either a state or federal court that commands the defen - dant to do something or refrain from doing something. For example, an injunction could order a union to go back to work (do something) or to stop striking (refrain from doing something). sea81813_01_c01_001-024.indd 21 12/5/14 2:22 PM Summary & Resources judicial branch That branch of either state or federal government that comprises the courts.

labor relations The study of workers, unions, and their interplay with manage - ment and the government.

labor union A collective body of workers who join together, usually for higher wages and certain benefits on which they agree.

legislative branch That branch of either state or federal government consisting of legislative bodies that make laws called stat - utes. At the federal level, this is Congress.

locals Local unions; usually formed along geographic lines, with other local unions these form the larger national union.

National Labor Relations Act Also called the Wagner Act, this 1935 federal law guar - anteed employees the right to self-organize; to form, join, or assist labor organizations; to bargain collectively through representa - tives of their own choosing; and to engage in concerted activities for the purpose of collective bargaining (a strike) or other mutual aid and protection.

National Labor Relations Board (NLRB) The federal administrative agency that over - sees labor issues in the United States for private industry.

national union A union that consists of smaller regional local unions and represents workers across the United States.

nonexempt employees Employees who are paid on an hourly basis, including payment for overtime, and are under the purview of the National Labor Relations Act. nonunion organizations Affiliations of workers who are united in an effort to improve their working conditions but are not formed in accordance with federal or state law.

private unions A labor organization formed by employees who work for a non - governmental entity.

public unions A labor organization formed by employees who work for a gov - ernmental entity.

ratified Affirmed or approved by a majority vote.

Service Employees International Union A public union in the United States.

state administrative agencies State governmental entities that oversee specific specialized areas. In labor, for example, each state has an administrative agency that deals with labor issues.

state executive branch The governor’s office.

state statutes Laws passed by a state legislature.

statutes Laws passed by either a state or federal legislature.

strike A work stoppage. union representative The person elected by a union to represent the workers in col - lective bargaining with management.

United Automobile Workers (UAW) A large union representing workers in North America. sea81813_01_c01_001-024.indd 22 12/5/14 2:22 PM Summary & Resources Critical Thinking Questions 1. Are unions still relevant? Write an essay taking either the pro or con side to this issue and argue your side persuasively. 2. What are some reasons management opposes unionization? Do you agree or disagree with these reasons? Why or why not? 3. What are some of the social, political, and economic reasons that unions are losing membership—and therefore power—in the United States? Research Projects 1. Find a recent newspaper article about a labor relations issue. Describe the issue, discuss whether it has been resolved, and explain what its current status is. 2. Find the websites for a public union and a private union. Compare and contrast the material you find concerning the objectives of each of the unions and how they pre- sent themselves. sea81813_01_c01_001-024.indd 23 12/5/14 2:22 PM sea81813_01_c01_001-024.indd 24 12/5/14 2:22 PM