The article traces the collective bargaining history in the Steel industry, leading up to the 1993 agreement which brought the Union and its members into the operational decision-making process. The author advocates that management furnish fuller and more timely information to the union, and not use partnership committees to bypass the established union structure.

The article describes “partnering” in the construction industry (emphasizing cooperation and the quality of the working relationship, rather than a contractual arrangement between the respective parties). The partnering relationship is based upon a commitment to good faith and fair dealing, mutual goals, equity, trust, communication, responsiveness, periodic evaluation and a dispute resolution system. The steps …

Downsizing, in response to competition and automation, often results in reallocation of remaining jobs; reclassifications; revised job duties, wage rates and job schedules; and subcontracting. The authors address, respectively, the arbitrator’s role when the CBA is silent, and the constructive results when labor and management both participate in restructuring and subcontracting arrangements.

Secretary Usery observes that global competition has weakened the nature of collective bargaining. He recommends the acceptance of United States workers as partners, and cites the Toyota-GM-UAW experience in New United Motor Manufacturing, Inc, (NUMMI). William Chiled, VP for Human Resources at NUMMI, describes its dispute resolution process, and Michael Bennett, President of UAW Local …