MARC record from Internet Archive

LEADER: 07893cam 2200445 4500
001 ocm00090295
003 OCoLC
005 20181114051407.0
008 700820s1970 nyu b 001 0 eng
010 $a 72114202
040 $aDLC$beng$cDLC$dMUQ$dDEBSZ$dOCLCO$dEEK$dOCLCF$dOCLCQ
019 $a957048036
020 $a0814452132
020 $a9780814452134
035 $a(OCoLC)90295$z(OCoLC)957048036
050 0 $aHF5549.5.G7B3
082 04 $a658.31/55
100 1 $aBaer, Walter E.
245 10 $aGrievance handling;$b101 guides for supervisors$c[by] Walter E. Baer.
260 $a[New York]$bAmerican Management Association$c[1970]
300 $axiii, 289 pages$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references and index.
505 0 $aThe Agreement and Management Rights -- The grievance machinery -- Handling the grievance machinery -- 101 guides for supervisors : DO investigate and handle each and every case as though it may eventually result in an arbitration hearing ; DO talk with the employee about his grievance; give him a good and full hearing ; DO require the union to identify specific contractual provisions allegedly violated ; DO enforce the contractual time limits ; DO comply with contractual time limits on the company for handling the grievance ; DON'T by action or inaction cause the employee or the union to default on their compliance with any time limits ; DON'T deny the grievance for reason of noncompliance with time limits, if caused by your action or inaction ; DO determine if the grievance meets all other procedural requirements as dictated by the agreement ; DON'T argue the merits of the grievance first if the grievance is untimely ; DON'T discuss the case with the steward alone ; DON'T make agreements with individuals that are inconsistent with the labor agreement ; DO determine if the grievant was the proper individual to have filed the grievance ; DON'T apply the grievance remedy to an improper grievant ; DO apply the grievance remedy to the employee wronged by the contract violation ; DON'T hold back the remedy if the company is wrong ; DO remember the union is the moving party ; DON'T assume a judicial or arbitral role ; DO visit the work area of the grievant ; DO determine if there were any witnesses ; DO examine the relevant contract provisions ; DO determine if the company has been consistent ; DO determine if there has been equal treatment of employees ; DO examine the total agreement and make interpretations based on the whole ; DON'T admit to the binding effect of a past practice ; DO examine the grievant's personnel record ; DO fully examine prior grievance records ; DO examine the contract negotiation record ; DO produce all available evidence ; DO evaluate any political connotations of the grievance ; DO permit a full hearing on the issues ; DO identify the relief the union is seeking ; DON'T practice Parkinson's law in your labor relations.
505 0 $aDO permit reasonable latitude to the union in the manner of its presentation ; DON'T permit misconduct by the union representative ; DO treat the union representative as your equal ; DO command respect from union representatives ; DON'T relinquish your authority to the union ; DO admit your errors and take corrective action --DO advise the grievant of your corrective action ; DON'T forget the union is sometimes politically motivated ; DO hold your grievance discussions privately ; DON'T settle grievances on the basis of what is fair ; DO use grievance settlements to reinforce your relationships ; DON'T make mutual-consent agreements regarding future action ; DO bear burden of proof of discipline and discharge cases ; DO offer grievance procedure in lieu of self-help ; DON'T live quietly with bad contract propositions ; DO use the grievance meeting as another avenue of communication ; DON'T bargain over items not covered by the contract ; DO treat union representatives and employees as people --DON'T concede to implied limitations on your management rights ; DO handle subcontracting issues carefully ; DON'T argue grievance issues off work premises ; DON'T treat as arbitrable claims demanding discipline or discharge of management members ; DO preserve the integrity of assigned jurisdictions ; DON'T make restrictive classification agreements ; DON'T commit the company in areas beyond your limits of responsibility or familiarity ; DO control union activity during working hours ; DO provide the grievance process to nonunion members ; DON'T give away your copy of the written grievance ; DON'T call discharged employees "quits" as a shield from just-cause proof ; DON'T discuss grievance of striking employees during an illegal work stoppage ; DON'T settle a grievance while in doubt ; DON'T support another supervisor in a hopeless case ; DON'T refer a grievant to a different forum of adjudication ; DO satisfy the union's right to relevant information ; DO demand that proper productivity levels be maintained during processing of incentive grievances ; DO support your industrial engineers during time-study and standards disputes.
505 0 $aDON'T file management grievances without prior approval from the top ; DON'T overlook the precedent value of prior grievance settlements ; DON'T give long written grievance answers ; DON'T trade a grievance settlement for a grievance withdrawal ; DO exercise authority and dispose of the issues ; DON'T negate management's right to promulgate plant rules ; DON'T refuse union access to plant areas permitted by the contract ; DON'T refuse to recognize and deal with properly appointed union representatives ; DO handle cases involving discipline or discharge of union representatives with extra caution and consideration ; DON'T make changes that affect union certification or representation ; DO help employees understand economic realities ; DO know your employees as individuals ; DO compete with the union for the employees' loyalty ; DO demonstrate qualities of leadership to your subordinates ; DO understand and apply the fundamental principles of psychology ; DO handle discipline situations correctly from beginning to end ; DON'T inconvenience production operations to facilitate grievance handling ; DON'T make a retroactive adjustment greater than the contract requirement ; DON'T deny grievances on the premise that your hands have been tied by management ; DON'T use the grievance procedure to correct your supervisory problems ; DO control your emotions, your remarks, and your behavior ; DON'T agree to informal amendments in the contract ; DON'T make unilateral amendments in the contract ; DON'T withhold grievance information ; DON'T waive or forfeit your contract rights ; DON'T withhold or deny contract benefits as a form of penalty ; DON'T perform bargaining unit work in violation of the agreement ; DON'T be guilty of discriminatory practices ; DON'T overlook your responsibility as a supervisor to make a good initial selection of employees and to provide adequate follow-up training ; DO maintain records of matters relevant to your labor relations situations ; DON'T fail to keep employees advised as to where they stand with you as their supervisor ; DO fully inform your own supervisor of grievance matters ; DO understand and accept your management responsibilities in the labor relations arena.
650 0 $aGrievance procedures.
650 6 $aGriefs ouvriers.
650 6 $aPersonnel$xDirection.
650 7 $aGrievance procedures.$2fast$0(OCoLC)fst00947918
029 1 $aAU@$b000000600741
029 1 $aNLGGC$b780473485
029 1 $aNZ1$b3265901
029 1 $aUNITY$b084885149
029 1 $aDEBSZ$b064028976
029 1 $aNZ1$b909375
994 $aZ0$bP4A
948 $hNO HOLDINGS IN P4A - 362 OTHER HOLDINGS