Collective Bargaining Contracts Research Articles

Sublett v. Henry's Turk & Taylor Lunch: Effect of Individual Agreements on Collective-Bargaining Contracts

Sublett v. Henry's Turk & Taylor Lunch: Effect of Individual Agreements on Collective-Bargaining Contracts

Labor Law: Collective Bargaining Contract as Barring Questions concerning Representation of Employees

Labor Law: Collective Bargaining Contract as Barring Questions concerning Representation of Employees

Collective Bargaining Contracts

Collective Bargaining Contracts

Collective Bargaining Contracts

Collective Bargaining Contracts

Labor Law: Right of Employee to Sue on Collective Bargaining Contract between Employer and Union

Labor Law: Right of Employee to Sue on Collective Bargaining Contract between Employer and Union

Labor Law. Specific Performance of Collective Bargaining Contract with Union Whose Majority Status Is Uncertain

Labor Law. Specific Performance of Collective Bargaining Contract with Union Whose Majority Status Is Uncertain

Enforcement of Rights under Collective Bargaining Agreements

ANY of the recent judicial opinions on labor matters involve issues concerning union recognition and the right to bargain collectively.I But a still larger and less explored field lies ahead, involving the administration of collective bargaining contracts after they are made. In industries in which collective bargaining is firmly established, the principal problem of both the management and the union is to eliminate disputes arising out of the interpretation and application of the contracts arrived at by collective bargaining. These disputes are called grievances. The name describes their nature and yet belies their importance. Any personnel executive will tell you that the most important factor in maintaining a satisfactory morale among employees is to prevent the individual employee from feeling that an injustice has been done him. Such a feeling is a festering sore which increases in pain and spreads with the lack of attention. Now that employees have collective bargaining contracts, they are conscious, and jealous as well, of their rights thereunder. From the management's viewpoint the problem of grievances is or should be No. i on its industrial relations program. Labor leaders will tell you that they must constantly watch minor supervisory employees and often the major executives in order to prevent violations of the contract. These violations would in time destroy the efficacy of the contract. The rights so dearly won may be easily dissipated. The closest contact that a union has with the individual member is through the handling of his grievance. This is a day-to-day matter and often is reflected in the amount of the individual's pay check. Prompt prosecution of a grievance by the union makes the aggrieved employee a loyal member and brings in new adherents. The first thing, of course, is a plan for progressive steps of conference