Police Admin & Management -Labor Relations
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PoliceAdminChap.111.pptxPart III People in the Police Organization
Chapter 11 Labor Relations
© 2011 Delmar, Cengage Learning
Learning Objectives
Relate the labor movement to police administration.
Discuss the impact of strikes on American police.
Understand the unionization process and how unions are formed.
Distinguish unions from other organizations such as fraternal orders.
Elaborate on the issues in the police organization that cause employee discontent and lead to unionization.
Understand the phases of the negotiation process.
© 2011 Delmar, Cengage Learning
Labor Relations
The manner in which peaceful solutions can be found to the mutual problems of employers and employees
Effective police labor relations
Require the establishment of harmonious relationships
Allow employees and employers to work together for the common good of the organization
© 2011 Delmar, Cengage Learning
The Police Labor Movement: A Historical Perspective
A labor union represents dues-paying workers for the purpose of negotiating issues with employers.
In 1869, a group of tailors met and formed the Knights of Labor, the first union.
In 1886, Samuel Gompers helped found and became the first president of the American Federation of Labor (AFL).
Today, many workers feel they don’t need unions to protect them.
© 2011 Delmar, Cengage Learning
The Early Police Union Movement
Police employee groups started forming as early as the Civil War.
Early groups were fraternal organizations.
The goal was primarily to ensure employee assistance (death benefits and welfare insurance) to their members.
Police actively unionized after the passage of civil service reform.
© 2011 Delmar, Cengage Learning
The Boston Police Strike
The Boston police strike was significant because:
It involved more than 1,100 police officers.
Several lives were lost as a result of rioting.
Immense property damage was suffered.
The strike was caused by the police commissioner’s failure to recognize the union.
Although the strike was condemned by politicians, it resulted in significant gains for Boston police.
© 2011 Delmar, Cengage Learning
Police Employee Organizations and Unionization
Fraternal Organizations
The Fraternal Order of Police
Police Benevolent Association
Police Unions
International Union of Police Associations
International Brotherhood of Police Officers
Limited by legal constraints on collective bargaining
The action of bargaining on behalf of a group of employees
© 2011 Delmar, Cengage Learning
Common Objectives of Police Unionization
Recognition of the organization
Better economic benefits
Better job conditions
A voice in management policies
In some cases, professionalization of the police
© 2011 Delmar, Cengage Learning
Management’s View of Unionization
Managers see unions as:
Attempting to gain control of administrative policymaking
Attempting to procure financial gains
Often an unproductive, adversarial relationship develops between management and the union.
© 2011 Delmar, Cengage Learning
The Police Union: A Developmental Process
The initial phase
The union is recognized as a collective bargaining unit by the employer.
The consolidation phase
The union gains acceptance by management.
The institutionalized phase
The union becomes an integral part of the organizational structure.
© 2011 Delmar, Cengage Learning
Professionalism and the Union
Professionalism incorporates a universal commitment toward protecting and serving the public.
Police unions are interested in improving the situation of their members and in raising the quality of police service.
The union allows more information to become “public,” forcing management to rely more on planning and program implementation and less on arbitrariness.
© 2011 Delmar, Cengage Learning
The Collective Bargaining Process
Public sector collective bargaining came into being in the 1960s.
In this process, employer and employees—represented by a recognized union—negotiate a formal written agreement over wages, hours, and conditions of employment.
© 2011 Delmar, Cengage Learning
Authority of the Unit to Bargain Collectively
Initial contact
Signing of authorization cards
Hearing
Campaign
Election
© 2011 Delmar, Cengage Learning
Contract Negotiation
Each side presents its demands.
After deliberation, there is a reduction in demands.
Subcommittee studies are completed.
Subcommittee attempts to work out an agreement.
An informal settlement is reached.
If the two sides cannot reach an agreement, there is an impasse.
If there is agreement, a contract is drafted and signed by the parties.
© 2011 Delmar, Cengage Learning
Impasse and Impasse Resolution
An impasse indicates that contract negotiation has broken down.
Impasse Resolution Procedures:
Mediation
Keeps parties at the bargaining table; avoids lengthy stalemates
Fact-finding
Written record of the facts and events and a written recommendation for settlement are produced
Arbitration
Voluntary arbitration: both parties must agree to the arbitration process, and once this occurs, the decision of the arbitrator is binding
Compulsory arbitration: both parties are forced into arbitration by law and the arbitrator’s decision is final and binding on the parties
© 2011 Delmar, Cengage Learning
Content of Collective Bargaining Agreements
Management rights or prerogatives
Clauses that define grievances
Provisions relative to discipline
Language about staffing changes and layoffs
Provisions relating to the use of sick time
Training and education
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Contract Administration
The chief administrator has the responsibility for ensuring that subordinates abide by the contract.
The negotiating team members can be used to distribute the document and explain it to other managers.
Supervisors apply the contract to employees.
© 2011 Delmar, Cengage Learning
Grievances
Grievance: allegation by employees or employers of a violation of rights to which the party has been entitled by a collective bargaining agreement, federal or state law, past practice, or company rules
The grievance procedure:
Discuss the issue with the immediate supervisor.
If the grievance is not settled at the supervisor level, the officer then writes a memorandum outlining the grievance to his or her commander.
If the grievance is not satisfactorily resolved at the commander level, it is forwarded to the chief of police.
If the chief is unable to reach an agreement with the officer, the grievance is forwarded to the city manager’s office.
If the grievance remains unresolved at the city manager level, it is usually subject to arbitration.
© 2011 Delmar, Cengage Learning
Basic Sources of Grievances
Supervisory antagonism of employees, including such behavior as sarcasm, open criticism in front of other employees, discrimination, and needling
Failure to consistently and equitably enforce contract terms, including allocation of overtime, seniority, leave time, hours of work, time for union business, and outside employment
Failure to properly comply with contract terms, which may relate to pensions, longevity payments, overtime payments, and educational incentive pay
Failure to counsel employees and to maintain a two-way flow of communication
Poor working conditions, including such factors as favoritism, equipment, and departmental facilities
© 2011 Delmar, Cengage Learning
Job Actions and Strikes
Police Strikes
Are infrequent today
Can be damaging to the public
Police Job Actions
Work slowdowns, work speedups, and the blue flu
Place financial pressure on the government to come to contract terms
© 2011 Delmar, Cengage Learning
