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When Unions Negotiate Contracts with One Company at a Time

Over the past two contract cycles, nurses have continued to build relationships with community members and organizations, raising public awareness of the impact of strengthened health care on nurses and patients. In 2017, with the help of Cohen, Atkins and a committee of other local community leaders, the nurses hoped to focus public pressure on the issue of staff safety, another demand for the common good, by re-engaging community members in negotiations. Baystate tried to block the movement by proposing conventional ground rules that would limit bargaining sessions to Baystate Franklin workers. But Simon and the negotiating committee said no. The ground rules may have been conventional, but they were not mandatory. “These rules are so old,” Love said. “It was as if they had been written on an old mimeographic machine. One of the rules is not to smoke at the negotiating table. It`s a pretty old set of rules. Since the existence and content of the ground rules are a permissive and not mandatory subject of negotiation, the union was not obliged to negotiate on them.

Given that management refused to pay nurses to the bargaining committee for the time wasted in negotiations, which often prompted unions to consider ground rules, there was no reason to do so. “We just followed the line and refused to accept.” Finally, contract negotiations are a great time to recruit hard-to-recruit workers and those who have been hired since the last negotiations. The process of persuasion, a key to recruitment, can be done best – if not only – by first listening and hearing what the employee you work with wants to change in the workplace. Attentive listening can only occur if the survey is a conversation tool, a document that an employee fills out while listening to the questions that are most important to the colleague. Recruitment takes place as soon as the militant worker knows the main problems of the employee and can guide him through the steps to address his main concerns in the contract negotiation process by combining the construction of a strong union with strong participation of the members with the results that can be achieved in the contract campaign. “The fact that we communicated so much with the member engagement team helped ensure that people weren`t dancing off the line,” Karnas said. “We had planned that if someone danced off the line and said something in a meeting, we would escort ourselves.” Walsh noted, “Everyone was really looking forward to these meetings. People really didn`t know what the negotiations were like and wanted to see what they looked like and show the board that we were serious about what we were asking for. Everyone who showed up at the meetings was really happy to be there, and they certainly saw the antagonistic stance of the board and the pettiness of some board members.

To see that, they understood what we were working with there. GTD`s factories were strategically important for American manufacturing and the war economy, and nothing less so for industrial organization efforts. Beginning in the 1920s, Greenfield became a stronghold for the famous United Electrical, Radio and Machine Workers of America (UE), which organized the city`s faucet and stamp factories from wall to wall. After World War II, at the height of attacks on more radical unions inside and outside the Congress of Industrial Organisations (CIO), GTD and other EU stores repelled numerous raids by the rival International Electricity Workers` Union. [7] However, in the late 1950s, competition abroad and a series of mergers and acquisitions reduced the size of GTD`s workforce from a peak of 4,000 employees to less than 100, still represented by LOCAL 274 of the EU. [8] Off-the-record (also sidebar): Unlike full bargaining sessions, where everything said by one of the parties is “recorded” and can be used as evidence of future contract interpretation in disputes and arbitrations, informal conversations are more informal and potentially more open between union representatives (usually the negotiator and bargaining committee members) and the employer on some negotiating proposals. This allows both parties to explore settlement possibilities outside the legal framework of the negotiating space. Case studies: NJEA Unlimited strike: A strike with no predefined end date.

Unlike a short or defined strike, where workers announce that they will only strike for a certain period of time, for example twenty-four hours. Case Studies: UNITE HERE We almost immediately began organizing the entire private hospital industry in Nevada. When we started winning one National Labour Relations Board election after another, there were a lot of initial contract negotiations on my plate. However, there were also follow-up negotiations with public and private sector employees. Overall, from 2004 to 2008, I conducted ongoing negotiations with employers, large and small, most of whom were very anti-worker and who hired the country`s leading anti-union companies. (For a full version of the story, please read my book Raising Expectations (and Raising Hell), published by Verso Press in 2012.) Preliminary Agreement: An agreement between the union and the employer on the language of one or more specific contract items, which is provisionally signed by both parties before an agreement is reached on the contract as a whole. Preliminary agreements allow the parties to limit the scope of negotiations over time. Case studies: NJEA; NewsGuild; Although Baystate Franklin nurses made huge improvements in staffing at their hospital, the issue remained a priority for lawmakers across the state. Almost immediately, Stern, also a member of the union`s board of directors, began campaigning for a voting question that would establish the nurse-to-patient ratio in state law. .