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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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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 changing competitive environment and arbitration

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.”

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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.

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Professor Rentfro proffers that evolving societal values are reflected in the workplace: sexual harassment cases; drug and alcohol cases (and employee assistance programs); and a breakdown in the social contract that has led to federal rights legislation and employer-promulgated arbitration. Greater emphasis is being placed on the commitments and responsibilities of each party and greater …

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A review of “justice and dignity” clauses in collective-bargaining agreements and the parties’ experiences under those provisions. Concerns about excessive grievance and arbitration activity have proven unfounded.

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A discussion of parties’ successful experience with the “justice and dignity” provisions of the Continental Packaging Co./USWA collective bargaining agreement. A mature labor-management relationship, an expanding economy, and focus on problem-solving are cited as reasons for the success.

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