How true is what everyone knows? Board avoidance, first contract and the organizing versus servicing model

Article Abstract:

The authors studied labor union policies concerning avoiding the National Labor Relations Board, obtaining first contracts, and servicing members or organizing to obtain new members. The results of their study indicate that modification of policies could result in positive benefits.

Statistical Data Included, Management

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Monday morning quarterbacks and salts: how not to argue a Supreme Court case

Article Abstract:

The employer in the US Supreme Court case NLRB v. Town & Country Electric, Inc and Ameristaff Personnel Contractors, Inc was inadequately prepared to argue the case and failed to adopt a reasonable strategy, leading to a loss. The issue of the case involve a union employee working for a non-union company while receiving funds from the union for organizing the non-union company. Instead of focusing on the employee's divided loyalties, the employer's brief reiterated facts and credibility questions and avoided all the difficult issues.

Workers, Unionization

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The TEAM Act: using comparative experience to assess labor-management cooperation

Article Abstract:

Issues concerning the proposed Teamwork for Employees and Management (TEAM) Act are discussed. New Zealand's experience suggests that if the US replaces the National Labor Relations Act with a system of labor-management cooperation with the TEAM Act, it will not achieve the goals advocates of participatory management seek and might even harm training, competitiveness and productivity.

New Zealand, Participatory management

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