Labour Relations

Labour Relations

The following report is based on employee benefits and labour relations. It will consist of information obtained from: an interview conducted with a unionized shop steward, a collective bargaining agreement, chapter material, as well as independent research. The shop steward and the collective bargaining agreement are derived from Atlantic Industries Limited and the United Steelworker’s Union LOCAL 8215.

The approach taken with the relations between the union and management is complex and often delicate. Neither party desires the other to become confrontational or remain stagnate in professional growth. There is a “for the greater good” mentality in order to maintain a healthy working relationship.

The collective bargaining agreement is a document that outlines terms and conditions of employment between an employer and a union. Collective bargaining is the process in which this document is established. Both union and management and union representatives are required to bargain. Communications and negotiations go back and forth with various proposals and counterproposals until agreements are met. There are preparations for the bargaining, actual face to face negations, and approvals. Both parties usually “give and take” in order to ensure a mutual benefit are accomplished. A recommendation given has been to go in higher or ask request more than what you actual desire because there is always a counter to a proposal.

The most significant challenges the LOCAL 8215 has faced with management include: theories of work that can be done and what can actually be done, seniority, and overtime. The union feels tremendous stress in producing the numbers management requires on a daily bases. This stems from the inconsistency of the product (steel) and the amount of down time from machine breakdowns. Every day is different and management is becoming more understanding with this issue. In regards to seniority, the lower end of the spectrum wishes to work more...