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The National Labor Relations Board's Interpretation of Interference, Restraint and Coercion

Description: This study will endeavor to present an analysis of the process in which the National Labor Relations Board gave specific meaning to "interfere with, restrain or coerce" found in section 8(1) of the National Labor Relations Act of 1935. Under Section 8(1) of the Act, the Labor Board, subject to judicial review, has the authority to declare illegal any management procedure which in its opinion involves interference, restraint or coercion.
Date: 1954
Creator: Harding, Edward Keith
Partner: UNT Libraries

Are self-directed work teams successful and effective tools for today`s organization?

Description: The purpose of this research is to (1) show the effectiveness and success of self-directed work teams within the organization, (2) emphasize the importance of team building in the success of the team, and (3) assist organizations in building self-directed work teams. The researcher used a direct survey and studied the following team building techniques: (1) Is the team`s mission clearly defined to each team member? (2) Are the goals clearly defined and achievable by all team members? (3) Will empowerment (decision-making power) be given equally to all team members? (4) Will open and honest communication be allowed among team members? (5) Will each team member be respected and valued for his/her position on the team? (6) Are self-directed work teams effectively rewarded for accomplishments? (7) Have team members received adequate training to effectively complete their job tasks? Upon completion of the literature review and statistical data, and after analyzing the seven areas of team building techniques, it was determined three of the four teams were successful and effective. The only area of concern to the organization is that the participants felt they did not have true ownership of their teams; that is, team members were not given full empowerment. According to this study and the review of literature, full empowerment must be given to achieve successful and effective teams. If true empowerment is not given, the team will suffer in other areas of team building, and the organization will lose a valuable tool.
Date: March 1, 1995
Creator: Arnwine, A.D.
Partner: UNT Libraries Government Documents Department

The Failure of the Labor Management Relations Act to Protect Bargaining Rights of Newly Certified Unions

Description: The purpose of this study is twofold. First, it will examine employer techniques used to thwart the rights of newly certified unions. Second, this study will attempt to determine the effectiveness of the Act's remedies. Some statistical characteristics of cases and firms involved in violations of the duty to bargain collectively will be evaluated. Statistics from the Board's annual reports as well as from a recent study by Philip Ross will be used. The increase of Board cases dealing with violations of refusal to bargain, the average number of violations per case, and the prevalence of other unfair labor practices will be examined. The size of firms committing the majority of violations of collective bargaining will be compared with the size of firms involved in the majority of Board certification elections. National Labor Relations Board, circuit court of appeals, and Supreme Court cases will be used to investigate the effectiveness of three of the most prevalent violations of the duty to bargain collectively used by employers to circumvent the purposes of the Act. They are (1) refusal to meet with the newly certified union, (2) engaging in unilateral activity, and (3) refusal to bargain in good faith. This study will also examine the effectiveness of the remedies of the Labor Management Relations Act in protecting the worker's right to bargain collectively with his employer through representatives of his own choosing. Four of the standard Board remedies will be examined---(1) posting of notices, (2) reinstatement of employees discriminated against, (3) payment of back pay, and (4) a Board order to bargain in good faith.
Date: January 1969
Creator: Rooth, Stewart Richard
Partner: UNT Libraries

Airline Labor Relations: Information on Trends and Impact of Labor Actions

Description: A letter report issued by the General Accounting Office with an abstract that begins "Labor negotiations in the airline industry fall under the Railway Labor Act. Under this act, airline labor contracts do not expire, but instead, become amendable. To help labor and management reach agreement before a strike occurs, the act also provides a process--including possible intervention by the President--that is designed to reduce the incidence of strikes. Despite these provisions, negotiations between airlines and their unions have sometimes been contentious, and strikes have occurred. Because air transportation is such a vital link in the nation's economic infrastructure, a strike at a major U.S. airline may exert a significant economic impact on affected communities. Additionally, if an airline's labor and management were to engage in contentious and prolonged negotiations, the airline's operations--and customer service--could suffer. GAO was asked to examine trends in airline labor negotiations in the 25 years since the industry was deregulated in 1978, the impact of airline strikes on communities, and the impact of lengthy contract negotiations and nonstrike work actions (such as "sickouts") on passengers."
Date: June 13, 2003
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

International Power Institute`s quarterly technical progress report, July--September 1998

Description: The International Power Institute (IPI) at Morehouse College has organized a team to design and create a Short Term Training Program for ESKOM Union Leaders which will last four weeks and take place at a location in South Africa to be designated by ESKOM. This proposal envisions a group of no more than 25 union leaders to be trained at the same time but the program could be expanded to accommodate up to 40 trainees. The program is designed around interactive training with lectures followed by discussion, case studies, trainee work groups, homework assignments and two field study visits. Also, the program is designed to have a number of ESKOM management people join the course for one day in the second week and one day at the end, in each case after a half day of preparation in separate sessions from the union leaders, to share with the trainees expectations and, at the end of the program, their course experiences. In addition, IPI has prepared a follow on proposal for a Long Term Training Program. This LT program is specified in less detail but can be expanded based on future discussions with ESKOM management. The training program is designed with the following objectives: determine and identify the most pressing problems facing ESKOM Union Leadership in their relationship with management; instill in the union leadership a heightened sense of purpose and willingness to take ownership of a process that will increase effective outcomes of meaningful, good faith bargaining; develop skills and experience leading to improved union administration; enhance realistic expectations and improve process knowledge to facilitate future labor negotiations and grievance proceedings; and provide participants with enhanced skills and knowledge to develop and/or strengthen a functioning, democratic work culture and structure internal to the union.
Date: October 30, 1998
Creator: Coles, J.E.
Partner: UNT Libraries Government Documents Department

Office of Inspector General audit report on Fluor Daniel Fernald`s use of temporary services subcontractors

Description: The Department of Energy (Department) and Fluor Daniel Fernald (Fluor Daniel) implemented two work force restructurings at the Fernald Environmental Management Project between Fiscal Years (FY) 1994 and 1996. During the restructurings, the Department`s cost for temporary service subcontracts increased from $2.8 million to $9.8 million annually. The objective of this audit was to determine whether Fluor Daniel utilized temporary service agreements in an economical and efficient manner and in accordance with the policy and goals of the Department`s Work Force Restructuring Program.
Date: April 1, 1998
Partner: UNT Libraries Government Documents Department

Pinellas Plant: Child Care/Partnership School safety assessment

Description: The Albuquerque Operations Office through the Pinellas Plant Area Office is involved in a joint venture to establish a Partnership School and a Day Care Facility at the Plant. The venture is unique in that it is based on a partnership with the local county school system. The county school system will provide the teachers, supplies and classroom furnishings for the operation of the school for pre-kindergarten, kindergarten, first and second grade during regular school hours. The Government will provide the facility and its normal operating and maintenance costs. A Day Care Facility will also be available for children from infancy through the second grade for outside school hours. The day care will be operated as a non-profit corporation. Fees paid by parents with children in the day care center will cove the cost of staff, food, supplies and liability insurance. Again, the government will provide the facility and its normal operating and maintenance costs. Between 75 and 90 children are expected in the first year of operation. The Partnership School will consist of one class each for pre-kindergarten, kindergarten and first grade. Second grade will be added in 1990. The total estimated number of children for both the Child Care and Partnership School should not exceed 200 children. Expected benefits include reduced absenteeism, tardiness and turnover and thus increased productivity. The program will be an asset in recruiting and retaining the best workforce. Other benefits include improved education for the children.
Date: November 1, 1989
Partner: UNT Libraries Government Documents Department

Teamwork and diversity: A survey at Sandia National Laboratories

Description: In September, 1994, Sandia`s Diversity Leadership and Education Outreach Center arid the Corporate Diversity Team commissioned a Diversity Action Team (DAT-Phase II) to address the area of team- work. The goal of this DAT was to identify ways to capitalize on the diversity of people to enhance team success at Sandia. Given a six- month lifetime and funding levels of 12 hours per person per month, we chose to accomplish our goal by gathering and analyzing data on the performance and diversity of Sandia teams and publishing this report of our findings. The work presented herein builds on earlier work of this team.
Date: November 1, 1995
Creator: Apodaca, T.; Berman, M.; Griego, C.; Jansma, R.; Leatherwood, M.; Lovato, L. et al.
Partner: UNT Libraries Government Documents Department

Analysis of Reporting Compliance of Labor Relations Consultants Under Section 203 (b) of the Labor-Management Reporting and Disclosure Act, 1959

Description: This study examines the reporting compliance, as defined by section 203(b) of the Labor -Management Reporting and Disclosure Act (LMRDA), 1959, of labor relations consultants who engage in persuader activity. Organized labor suggests that the loss in union strength results, in large part, from management's use of labor relations consultants and their failure to file required reports with the U.S. Department of Labor. Two samples of labor relations consultants known to have engaged in persuader activity and two samples of those who could be engaged in persuader activity are identified. A research questionnaire is mailed to 779 of the total of 887 labor relations consultants for whom an address could be developed. Discriminant analysis using 16 variables correctly classifies 93.8 percent of the responding labor relations consultants grouped according to whether they had filed required reports. Other discriminant analyses using selected variables are also conducted. Three associated questions are answered. First, there are an estimated 850 labor relations consultants who have engaged in persuader activity or who can be presumed to have engaged in persuader activity. Of this number, almost 500 are estimated to have engaged in persuader activity and only 30 percent of these are estimated to have filed required reports. Second, the labor relations consultants surveyed is, on average, male, an attorney, is titled "president" and is located in California, Michigan or Illinois. Third, solely in the context of National Labor Relations Board election processes, the effect on the loss of the union strength caused by (1) labor relations consultants and (2) the failure of the consultants who engaged in persuader activity to file a required report cannot be determined. However, because the estimated decrease in the number of union members over the years 1960 - 1989 exceeds the number of eligible voters in N.L.R.B. elections lost by ...
Date: December 1990
Creator: Asdorian, Martin
Partner: UNT Libraries

Audit unto others hor ellipsis

Description: My first encounter with a quality assurance auditor is reminiscent of an old Dodge commercial. You remember The old sheriff, masked in mirrored sunglasses, paunch hanging over his gun belt, prophesying, You're in a heap o' trouble boy '' Well, my auditor could have been kin to the sheriff; they had the same posture, attitude, and mirrored sunglasses. Plus, my auditor wore a black leather vest and sported a Buffalo Bill'' goatee. While certainly memorable, both gentlemen were far from pleasant. I'm fairly certain that the compliance auditor of old deserved this perceived association with his law enforcement counterpart. Both believed in enforcing the letter of the law, or their interpretations of it. Neither seemed capable of exercising interpretive powers, but instead relied on winning through intimidation, possibly with an eye toward claiming some version of a monthly Quota Award. Is the auditor of today any better perceived Because this first encounter of the worst kind'' made a lasting impression on me, I have dedicated considerable time and effort trying to avoid being perceived as another sheriff when I conduct audits. In my auditing career, I am determined to capitalize on each opportunity to turn negative situations, as experienced by the auditee, into meaningful opportunities for improved performance. I want to treat the auditee the way I want to be treated when I am being audited. (author)
Date: May 1, 1992
Creator: Maday, J.H. Jr.
Partner: UNT Libraries Government Documents Department

Aligning the down-sized organization for high performance

Description: The Quality Management Group (QMG) at the Los Alamos National Laboratory provides expert support to the Laboratory`s diverse programs, projects and facilities. Organized as an internal consulting group, the QMG furnishes comprehensive quality management services to requesting organizations throughout the Laboratory. Based upon the needs and expectations of the requester, these services range from classical quality control to regulatory compliance to process characterization and improvement, customer relationship management, information gathering and metrics. In September 1995 the Laboratory Director announced a downsizing effort targeted to reduce the Laboratory`s cost of doing business and thereby improve its competitiveness. The downsizing effort was targeted on support organizations--laboratory divisions, groups, programs, and projects chartered with operating the administrative infrastructure within which Los Alamos` technical programs function. This report discusses the downsizing, its aftermath, strategies for solutions to lower morale, initiatives, and results.
Date: 1997
Creator: Cort, G. & Holsapple, K.
Partner: UNT Libraries Government Documents Department

High-tech organizations: What can they tell us about reengineering (grow and reproduce, or die)

Description: Change is the norm of the 1990s, and it will continue to be a major factor in running a company and/or organization as the coming decades unfold. The former cycle of change followed by stability is gone; change as a continuous reality is the new cycle. The necessity to be customer-driven implies a fundamental transformation of the way organizations and their managers choose to do business. Much has been learned about the way people interact with information systems/engineering information (IS/EI) systems technologies. The cultures of the Department of Energy`s (DOE) National Laboratories are built on a research and development (R and D) mentality that greatly increases the difficulty of building an effective IS/EI systems cross-functional group for various organizations. Classical planning approaches ignore cultural and organizational factors. These factors, however, are crucial in devising meaningful and relevant plans. Also, as more and more organizations strive to become competitive, the philosophy and concepts of total quality management (TQM) are receiving increased attention. This paper: discusses the possibility of applying manufacturing reengineering techniques to other industries to help them overcome the risk of failure; provides a comprehensive look at the changes that have occurred in the business environment since the advent of reengineering; discusses why reengineering is so important and how people and executives of organizations can play even more pivotal roles as long-term strategists in there organizations; introduces the concept of the core mission to planning; provides business process redesign that takes into consideration the interaction of humans and technology.
Date: June 10, 1996
Creator: Norton, F.J.
Partner: UNT Libraries Government Documents Department

A Study of Grievance Procedure in Labor-Management Relations as it Operates within the Eighth Regional War Labor Board

Description: This investigation is a study of grievance machinery in industrial relations, as it operates within the Eighth Regional War Labor Board, which serves the states of Texas, Oklahoma, and Louisiana. By grievance machinery is meant the formal procedure through which the worker or his representative must proceed in order to get a grievance or complaint about working conditions, wages, or other items, heard and settled.
Date: 1945
Creator: Martin, Marie G.
Partner: UNT Libraries

[News Script: Jobs]

Description: Script from the WBAP-TV/NBC station in Fort Worth, Texas, relating a news story.
Date: May 1, 1969, 6:30 a.m.
Creator: WBAP-TV (Television station : Fort Worth, Tex.)
Partner: UNT Libraries Special Collections

Findings: LANL outsourcing focus groups

Description: In March 1996, a series of 24 3-hour dialog focus groups were held with randomly selected Laboratory employees and contractors to gain their perceptions regarding potentials and problems for privatization and consolidation. A secondary goal was to educate and inform the workforce about potentials and issues in privatization and consolidation. Two hundred and thirty-six participants engaged in a learning session and structured input exercises resulting in 2,768 usable comments. Comments were categorized using standard qualitative methods; resulting categories included positive and negative comments on four models (consolidation, spin offs, outsourcing, and corporate partnering) and implications for the workforce, the Laboratory, and the local economy. Categories were in the areas of increasing/decreasing jobs, expertise, opportunity/salary/benefits, quality/efficiency, and effect on the local area and economy. An additional concern was losing Laboratory culture and history. Data were gathered and categorized on employee opinion regarding elements of successful transition to the four models, and issues emerged in the areas of terms and conditions of employment; communication; involvement; sound business planning; ethics and fairness; community infrastructure. From the aggregated opinion of the participants, it is recommended that decision-makers: Plan using sound business principles and continually communicate plans to the workforce; Respect workforce investments in the Laboratory; Tell the workforce exactly what is going on at all times; Understand that economic growth in Northern New Mexico is not universally viewed as positive; and Establish dialog with stakeholders on growth issues.
Date: December 31, 1996
Creator: Jannotta, M.J. & McCabe, V.B.
Partner: UNT Libraries Government Documents Department

Annual report on contractor work force restructuring, fiscal year 1997

Description: This report summarizes work force restructuring and community transition activities at all sites. It outlines work force restructuring activity for FY 1997, changing separation patterns, cost savings and separation costs, program assessment, activities to mitigate restructuring impacts, community transition activities, status of displaced workers, lessons learned, and emerging issues in worker and community transition. Work force restructuring and community transition activities for defense nuclear sites are summarized, as are work force restructuring activities at non-defense sites.
Date: March 1, 1998
Partner: UNT Libraries Government Documents Department

[News Script: Steel]

Description: Script from the WBAP-TV/NBC station in Fort Worth, Texas, covering a news story about a law suit from workers who were hired by the Lone Star steel company, were laid-off despite promising them a permanent job position.
Date: August 4, 1958
Creator: WBAP-TV (Television station : Fort Worth, Tex.)
Partner: UNT Libraries Special Collections

Project Monitor: Part II. Conservation in small business: an exploratory study. Final report

Description: Project Monitor examined the energy conservation attitude and behavior of small samples of small business owners/operators in Allegheny County, Pennsylvania, focusing on manufacturing concerns and retailers. Section I reports the findings on the energy conserving behavior of 92 smaller manufacturers and Section II identifies the factors which affect decision making concerning energy consuming activities by the owners/operators of 94 small retail establishments. In each, the impact of Project Pacesetter and of the coal strike and the general energy situation is considered. (MCW)
Date: August 1, 1979
Creator: Hammond, P Y
Partner: UNT Libraries Government Documents Department

Affirmative Action Plan, October 1991--September 1992

Description: This report documents Reynolds Electrical Engineering Co., Inc., analysis of all major job groups with explanations if minorities and females are underutilized in any one or more job group. Goals and timetables have been developed and good faith efforts are directed to correct any deficiencies. In addition, Affirmative Action Plans for the Handicapped, Vietnam Era Veterans, and Disabled Veterans are included which set forth policies, practices, and procedures in accordance with Department of Labor regulations. All personnel decisions are made at the Company level. Decisions regarding the General Manager or Deputy General Manager are made at the corporate level.
Date: October 1, 1991
Partner: UNT Libraries Government Documents Department