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Full-Text Articles in Labor Relations
A Second Look At The Hormel Strike, Lance Compa
A Second Look At The Hormel Strike, Lance Compa
Lance A Compa
[Excerpt] The dispute between the United Food and Commercial Workers and its Local P-9 over the long strike at Geo. A. Hormel & Co.'s meatpacking plant in Austin, Minnesota has put labor activists on two sides of an emotional and strategic divide. P-9 supporters see the strike, which began in August, 1985, as the labor battle of the decade, with a valiant local union taking a stand against unjust concession demands. But besides facing an arrogant boss, a plant full of strikebreakers and the Minnesota National Guard, the local has had to contend with a betrayal of its effort by …
Interest-Based Bargaining In Education, Sally Klingel
Interest-Based Bargaining In Education, Sally Klingel
Sally Klingel
[Excerpt] Despite almost 20 years of experience with a variety of alternative techniques in collective bargaining in education, there is no summary of the research on negotiation practices or survey of practice variations in use. The parties in negotiations have little to guide them in their investigation of the utility of what are commonly referred to as Interest-Based Bargaining (IBB) strategies. In order to give negotiators tools with which they can make choices appropriate to their needs based on current knowledge and practice, this report offers an informed discussion of the utility of various bargaining models. It provides: ◗ A …
The Economic Costs And Benefits Of Self-Managed Teams Among Skilled Technicians, Rosemary Batt
The Economic Costs And Benefits Of Self-Managed Teams Among Skilled Technicians, Rosemary Batt
Rosemary Batt
This paper estimates the economic costs and benefits of implementing teams among highly-skilled technicians in a large regional telecommunications company. It matches individual survey and objective performance data for 230 employees in matched pairs of traditionally-supervised and self-managed groups. Multivariate regressions with appropriate controls show that teams do the work of supervisors in 60-70% less time, reducing indirect labor costs by 75 percent per team. Objective measures of quality and labor productivity are unaffected. Team members receive additional overtime pay that represents a 4-5 percent annual wage premium, which may be viewed alternatively as a share in the productivity gains …