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A discussion, by union and management counsels, in which they agree that ‘efficiency’ and ‘productivity’ are best not made terms of the CBA, over which the arbitrator will be called upon to rule. Contracting-out, ‘contingent employees’ and ‘contracting in’ are discussed, as is the deterioration of the arbitration system when the parties taking a ‘must …

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A discussion of the measures taken by the steel industry in general, and US Steel and the USWA in particular, to increase efficiency while minimizing layoffs. The author advocates the use of arbitration to ensure that new productivity standards are fairly implemented.

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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.

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The author opines that, to be competitive, labor and management must find ways to settle their bargaining disputes responsibly, but additionally must improve the efficiency of production operations and the quality of goods and services produced. To that end, he draws a direct link between job satisfaction and increased productivity, and states that ways must …

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Commentary on some aspects of the prior presentations on British (1968 p.1) and Canadian (1968 p.19) dispute resolution processes.

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Tripartite wage determination in Puerto Rico

A review of industry committees established to recommend minimum wages under the Fair Labor Standards Act (FLSA). The review includes a discussion of time constraints; barriers to participation by affected employers; the value of plant visits; the impact of non-labor costs on profitability vis-?-vis mainland competitors; changes in the relative share of net income from …

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Examines the relationship between ability and seniority in the context of the “pessimistic” theory – that the use of seniority as a factor in promotions impairs productivity and individual initiative. The author posits that more study is needed, but suggests that seniority might be favored over ability as a factor in reviewing promotional decisions not …

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The author suggests an inconsistency in Prof. Healy’s paper [1955, page 45], in that it seems to decry the prevalence of seniority over ability as a factor in the employment relationship, while the evidence seems to suggest that the reliance on seniority – rather than ability – provides equivalent results in terms of efficiency and …

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