NLRB Chairman Gould describes the efforts of the NLRB to develop new mechanisms for 1) processing appropriate bargaining unit disputes, 2) mediating ULPs, 3) resolving wrongful dismissal claims, and 4) non-adversarial, cooperative arrangements between management and labor, such as those of the Saturn and NUMMI experiences.
An examination of the changes in labor arbitration resulting from competition and technology. Management and Union perspectives are furnished, both advocating mediation. The management representative advocates that NAA members engage in employment arbitration; the union representative views arbitration in a non-union setting as a “sham.”
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 …