Human Resource Practices for Implementing Advanced Manufacturing Technology (1986) / Chapter Skim
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8 Labor-Management Relations
8 Labor-Management Relations
Pages 61-67
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From page 61... ...
In traditional adversarial conditions, union and management can benefit from a large number of narrow job classifications. Management pays the average worker less for performing relatively low-.killed jobs, while the union has more workers employed as well as an elaborate job security mechanism to protect workers with high seniority in specific job classifications.
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From page 62... ...
Committee evidence suggests that some managers are reversing a pattern of recent decades and assigning multiskilled tasks to workers in the bargaining unit. Direct consideration and discussion of these issues is a necessary part of implementation planning for ANT in unionized workplaces.
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From page 63... ...
use the quality of the relationship as a criterion for deciding whether to invest in a particular plant. National contracts affecting most of the unionized sites visited require management to notify the union of plans to introduce new technology.
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From page 64... ...
All three sites are existing plants in which the Majority of workers held traditional jobs: seniority is plantwide, so workers with high seniority in such jobs can bump down to lower-rated jobs to avoid being laid off. With the new job classification, management gains come flexibility in assignments and assures continuity for workers it trains for ANT jobs.
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From page 65... ...
It will be difficult for union and manageannt to agree on reducing job classifications when bumping rights and shift preferences are based on seniority in classifications. A system of radically fewer job classifications is more likely to be accepted in a new, highly automated plant than is a gradual shift to fewer classifications in an existing plant.
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From page 66... ...
at Ford Motor Company. None of the companies visited reported any involuntary loss of employment directly attributable to technological change.
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From page 67... ...
Planning for a gradual buildup to full capacity may permit a more predictable increase in the personnel needed to operate the plant and avoid the need to lay off people later. Personnel planning requires care in both unionized and nonunionized settings.
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