#LaborManagement

[kaberriveraltar]

The Development of Personnel Management and Industrial Relations: A Historical Perspective

The fields of personnel management and industrial relations have undergone considerable evolution, influenced by social, economic, and political factors across various countries. A comparative look at the United Kingdom and the United States provides insight into the development of these disciplines from a historical perspective, with differences that reflect each country’s approach to labor and management.

The Role of Personnel Management in Britain

In Britain, personnel management developed as a field distinct from industrial relations, with a greater focus on human resources and labor management within organizations. Early attention to personnel management in Britain is often attributed to the efforts of organizations like the Chartered Institute of Personnel and Development (CIPD). Originally known as the Chartered Institute of Personnel and Development (CIPD), this institution was established to professionalize and formalize the practice of personnel management, emphasizing skills in managing and developing staff.

British universities, compared to other European nations, invested significantly in research and teaching related to human relations and industrial relations, with relatively limited focus on labor law. This reflects the British context, where employment regulations were traditionally light and less reliant on legal frameworks. Industrial relations in Britain, therefore, were often focused on labor-management relations, specifically in terms of union relationships and collective bargaining. However, as noted by Gospel (1992), beginning in the mid-1960s, there was a shift in focus, with increasing attention on management practices. This shift coincided with growing complexities in labor relations and the need for more refined approaches to managing human resources within organizations.

Human Relations and Industrial Relations in the United States

In contrast, the United States experienced a boom in human resources management (HRM) broadly defined during the period from 1945 to 1965, while personnel management itself remained relatively stagnant. The term "industrial relations" in America continued to be applied broadly, encompassing all facets of employment, including personnel. As the country emerged from World War II, the spread of unionism spurred the establishment of numerous industrial relations centers and institutes at universities, many of which had been absent before the war. Kaufman (2004) highlights that the impetus for these programs was primarily the rapid expansion of unions and the ensuing challenges around collective bargaining, dispute resolution, and contract administration.

Furthermore, industrial relations in the U.S. saw a rise in interest around human relations within industry, driven by an understanding that the well-being of employees significantly influenced organizational outcomes. With the focus on management and organizational design, many American universities began exploring human relations principles to foster a healthier work environment and improve productivity. The expansion of industrial relations programs in this period reflected a broader acknowledgment of the importance of employee welfare and workplace harmony.

Comparative Development and Contemporary Implications

The historical context of personnel management and industrial relations in both Britain and the United States provides a foundation for understanding contemporary human resources practices. Britain’s approach, rooted in managing union relations and emphasizing limited legal intervention, contrasts with the broader American view of industrial relations as encompassing all aspects of employment. This divergence reflects the unique labor histories and economic policies in each country and continues to influence contemporary HRM practices and policies.

Overall, the development of personnel management and industrial relations underscores the dynamic nature of labor and employment practices. As organizations continue to adapt to changing economic and social landscapes, the historical insights from Britain and the United States remain valuable in shaping effective human resources strategies today.

Unseen Influences: The Evolution of Personnel Management and Industrial Relations in Britain and the United States

One lesser-known influence on the evolution of industrial relations and personnel management was the impact of social changes, especially in the post-war period. In both Britain and the United States, societal shifts — such as the civil rights movement, the growing role of women in the workforce, and changing attitudes towards work-life balance — influenced the development of HR practices. Companies began to adopt policies that recognized diversity and inclusion, though these were initially seen as progressive changes rather than standard practices. Over time, however, these movements began to reshape HR policies and company cultures, laying the groundwork for what would eventually become core elements of modern personnel management.

Similarly, technological advancements brought new challenges and opportunities to personnel management. The introduction of computers and automation in the workplace during the mid-20th century changed the nature of jobs, influencing workforce demands and reshaping traditional roles. Management had to adapt by developing strategies for retraining employees, managing redundancies, and addressing fears around job security. These shifts underscored the need for personnel management to evolve and respond not only to economic and political factors but also to the fast-paced changes in technology and society.

A Broader Perspective on Industrial Relations

In Britain, industrial relations traditionally focused on union and labor relations, yet there were broader aspects tied to economic and political frameworks that shaped the scope of these relations. For instance, during the economic struggles of the 1970s, Britain’s labor market faced significant pressures, which led to widespread strikes and industrial action. These events forced both businesses and the government to consider more robust HR policies and labor relations frameworks to manage worker dissatisfaction and improve productivity. However, these policies were often seen as reactive rather than proactive, contrasting with some approaches in the United States, where industrial relations were sometimes designed to encompass long-term strategic goals for employee engagement.

Another unknown aspect is the role of government influence. In the U.S., federal policies during the New Deal era had established a strong foundation for worker protections and union rights. This continued into the post-war period, where government-backed initiatives played a role in shaping the HR and industrial relations landscape. For example, the establishment of the National Labor Relations Board (NLRB) provided a structured approach to handling labor disputes and collective bargaining, making industrial relations a more formalized field. In Britain, however, government intervention was historically lighter, with a tendency to let market forces dictate labor relations. It was only during times of economic crisis, such as the 1970s, that the government took a more active role in mediating labor relations.

Unknown but Significant: The Role of Educational Institutions

Educational institutions in both Britain and the U.S. played a crucial, albeit often unrecognized, role in developing personnel management and industrial relations. In the United States, industrial relations programs expanded significantly after World War II, largely due to the influence of renowned universities such as Cornell and MIT, which became leading centers for labor studies and personnel management. The work done in these academic institutions contributed to developing management theories and best practices that would later influence mainstream HR practices.

In Britain, the rise of personnel management as a recognized field was supported by academic institutions, though on a smaller scale. The relatively limited number of programs dedicated to HR and industrial relations resulted in fewer research advancements compared to the U.S. However, British institutions focused on practical applications, integrating research with real-world labor issues, particularly as union influence grew. By collaborating with industries, British universities managed to develop HR theories that, while not as widely published as those in the U.S., were nonetheless instrumental in shaping local practices in personnel management and labor relations.

Conclusion

The unseen aspects of the development of personnel management and industrial relations reveal the complexity of these fields and the multitude of influences that shaped them. From social and technological changes to the subtle yet significant role of educational institutions, the history of personnel management and industrial relations is rich with influences that are often overlooked. Understanding these unknown elements offers a more comprehensive perspective on how HR practices have evolved and highlights the importance of adaptability in response to both internal and external factors.

Looking forward, the field of HR continues to evolve, incorporating lessons from these historical contexts while adapting to new challenges, such as the integration of artificial intelligence, globalization, and the continued demand for a more inclusive and equitable workplace. By appreciating the known and unknown influences on personnel management and industrial relations, organizations and HR professionals are better equipped to meet the demands of a changing world and build more resilient and forward-looking employment practices.

[operationalinsights]

The Global Evolution of Human Resource Management: A Comparative Perspective

Human Resource Management (HRM) evolved unevenly across different regions during the 20th century, shaped by local industrial development, social conditions, and academic advancements. While the United States led the development of HRM during the early 20th century, many European nations lagged behind. The emergence of labor management practices, the professionalization of the HRM field, and the academic contributions to industrial psychology and ergonomics varied greatly between the U.S., Europe, and other industrialized nations. This essay will delve deeper into the global evolution of HRM, with specific reference to the United States, Britain, Germany, and the Netherlands. It will explore the role of welfare workers, the slow rise of labor management departments, and the influence of American HRM practices on other nations.

The United States and the Early Lead in HRM

The U.S. was the leader in developing structured labor management practices in the early 20th century. The expansion of industries and labor unrest after World War I forced American corporations to consider the strategic management of human resources. HRM became a key tool for maintaining labor peace, improving productivity, and aligning workforce management with corporate goals.

During the 1920s, as U.S. companies like General Electric and Western Electric started pioneering participative management practices, the country was also developing a significant body of literature and research on HRM. By the mid-1920s, HRM journals, associations, and academic programs began to flourish in the U.S., which significantly outpaced developments elsewhere. Harold Butler, an Englishman, noted that American literature on industrial relations exceeded that of the rest of the world combined, underscoring the U.S.'s leadership in the field.

In the United States, a combination of corporate needs and academic research helped professionalize HRM. Institutions like Harvard University and the University of Chicago developed labor management curricula, which would train the future generations of HR professionals. This knowledge production created a robust infrastructure for HRM, influencing global management practices.

Europe’s Slow Adoption and American Influence

In Europe, HRM practices evolved more slowly, despite the presence of large-scale industries. Britain, for example, lagged behind the U.S. by an estimated five years in developing labor management practices during the early 1920s. According to Fryer (1924), labor management in Britain had not yet reached the level of sophistication found in the U.S. This lag was partly due to slower industrial growth and the lack of strategic focus on labor relations in Britain’s corporate sector at the time.

Similarly, in the Netherlands, welfare work in the early 20th century was considered to be in a "transition state." Dutch welfare manager Mary Fledderus remarked in 1922 that the Dutch welfare system looked to America for future direction, highlighting the pervasive influence of U.S. HRM practices across Europe. The United States’ advanced HRM programs became the benchmark for other countries, as many European HR managers and academics looked to the U.S. for guidance on labor management.

Despite the slower development of HRM practices in Europe, there were significant advancements in the field, particularly in Germany. German academics and industrial researchers pioneered a new discipline called Arbeitswissenschaft (the science of work), which focused on issues like ergonomics, fatigue, and job satisfaction. Germany was also at the forefront of developing industrial psychology, known as psychotechniks, and industrial sociology. These fields contributed to the scientific management of labor, focusing on optimizing worker well-being and productivity through data-driven insights. German researchers were heavily involved in studying the human factors in labor and designing work environments that minimized worker fatigue, which would later influence ergonomic design globally.

HRM and Industrial Psychology: Germany’s Contributions

Germany was the most active European country in advancing industrial psychology and ergonomic research during the early 20th century. The rise of psychotechniks, a form of industrial psychology, marked a new phase in the scientific study of labor management. German researchers explored how psychological principles could be applied to improve worker productivity, job satisfaction, and overall well-being. This research influenced global practices in HRM by underscoring the importance of considering the psychological and physical needs of workers.

German academics also contributed to the field of industrial sociology, which examined the social dynamics within industrial organizations. The interaction between workers, management, and the broader industrial environment was scrutinized to understand how these factors influenced productivity and workplace harmony. Germany’s advancements in industrial sociology and psychology set the stage for a more holistic understanding of labor management, moving beyond simple wage negotiation or welfare provision to a deeper examination of worker satisfaction and efficiency.

The Role of Welfare Workers and the Transition to Labor Management Departments

Welfare workers played a significant role in early HRM practices, particularly in the U.S. and Europe. These individuals were responsible for addressing employee welfare issues such as housing, health, and recreation, which were seen as critical to maintaining a stable and productive workforce. However, welfare work was limited in its strategic impact, and it was only during the production boom of World War II that labor management departments began to appear in significant numbers.

In the U.S., the 1940s marked the transition from welfare work to a more structured approach to labor management, as companies faced the challenge of managing a growing workforce in wartime industries. The rise of labor management departments coincided with the need for better workforce governance, particularly in industries like steel and automobiles, where labor strikes had previously been a major concern.

In Europe, welfare workers also played a critical role in laying the groundwork for modern HRM, but the transition to formal labor management departments occurred more slowly. By the mid-20th century, however, the influence of U.S. practices, combined with Europe’s own academic contributions to the science of work, began to shape a more strategic and professional approach to HRM across the continent.

Conclusion

The development of HRM during the 20th century was marked by a significant geographical disparity in the speed and scope of its evolution. The United States led the way, both in corporate practice and academic research, establishing HRM as a strategic function essential to industrial success. European countries, particularly Britain and the Netherlands, initially lagged behind but gradually adopted more advanced labor management practices, often influenced by American models.

Germany’s contributions to industrial psychology, ergonomics, and sociology provided a scientific foundation for HRM, emphasizing the importance of understanding the human factors in labor management. Welfare workers in the early 20th century played a key role in addressing employee well-being, but it was only with the rise of labor management departments during World War II that HRM began to emerge as a strategic function in most industrialized nations.

The global evolution of HRM reflects the interplay between corporate needs, academic research, and cross-border influence, with the United States serving as a model for much of the world. Today’s HRM practices continue to draw on the scientific and strategic insights developed during the early 20th century, demonstrating the lasting impact of this period on modern labor management.

[omexcsms]

Features of WMS Solutions :

Inventory Management and Analysis 📊 Order and Fulfillment Management 🛒 Labor Management 💼 Tracking and Forecasting 📍🔮 Transportation Management 🚚

Learn More at www.omexcsms.com

[unifocus359]

Enhancing Efficiency with Labor Management for Hotels

Managing hotel staff efficiently is key to delivering seamless guest experiences. Labor management for hotels helps optimize staff scheduling, track productivity, and ensure compliance with labor laws. With smart workforce management solutions, hotels can reduce operational costs, improve employee satisfaction, and maintain high service standards.

Leverage technology to streamline labor management and enhance hotel operations! 🏨✨

#HotelManagement #LaborManagement #HospitalityTech

[payrollbd]

Boost productivity with our Time & Labor Management software. Streamline workforce scheduling and attendance tracking. Say goodbye to HR headaches! #TimeManagement #LaborManagement #ProductivityBoost Learn more: https://www.payrollbangladesh.com/manageme

Boost productivity with our Time & Labor Management software. Streamline workforce scheduling and attendance tracking. Say goodbye to HR headaches! #TimeManagement #LaborManagement #ProductivityBoost Learn more: https://www.payrollbangladesh.com/management/time-labor-management/

[ualocal467blog-blog]

6 Benefits Unionized Workers Earn Compared to Non-Union Workers

Being a member of a labor union can be beneficial, as unions are created by workers, not by employers. In these communities, workers use their collective presence to negotiate better working conditions. The main ones include better wages and workplace safety.

As a union member, each worker has a voice that employers hear. They have the power to create a happy, healthy, and rewarding community and stimulate economic growth in the process. What’s more, they help both union and non-union workers.

This is because unions set standards on wages and workplace security across the industry. All the benefits of collective bargaining positively impact both unionized and regular workers.

While regular workers are somewhat affected by the standards set by unions, they rarely receive the same benefits. If you’re looking for safety on the job, training, community, and an array of other benefits, you should think about joining a union. Here are the essential benefits that you’ll experience.

Wage Differences

One of the primary benefits that unionized workers get is better compensation for their hard work. Union members get higher salaries than their non-union counterparts. The main reason is that they negotiate wages on behalf of each union member. This way, everyone can get the paycheck they deserve.

Let’s say that someone doesn’t have excellent skills or too much experience yet. Maybe they have less formal education than their non-union colleagues. Well, they can still enjoy a higher paycheck than the same worker who is not a union member.

What’s more, unionized workers enjoy regular pay raises, especially when they keep training and improving their skills. Regular workers usually don’t have such a luxury, as their employers set their wages without ever consulting with them or asking for any input.

Workplace Safety

Higher wages may be enough to compel you to join a union, but workplace safety is another very important reason to consider.

Working under favorable workplace conditions is one of the top concerns of the majority of workers. It goes especially for plumbers, pipefitters, and refrigeration fitters. They’re in contact with plenty of tools and machinery that can cause injuries, so improving workplace safety is essential.

Union workers negotiate with employers on protecting a job site and maintaining a safe and healthy work environment. They make sure that every employer is held accountable for any workplace injury or fatality. 

They also make sure that there is proper training. It involves educating workers on workplace hazards, proper use of equipment, and all the safety protocols.

Job Stability

Unionized workers enjoy a higher level of job stability than their non-union counterparts. They can keep honing their skills, knowing that their employer will invest in their long-term learning and development.

Regular workers usually don’t have such a sense of job stability – their employers can fire them at will, for no valid reason whatsoever. That could never happen in a union.

When you’re a union member, your employer can only ever fire you for “just cause”. There must be a valid reason for firing you, and there must be evidence proving misconduct.

Any misconduct must qualify as a legal termination, which means that there’s no room for discrimination. A union first uses a grievance procedure, or sometimes arbitration, to handle all grievances. Only after this can any disciplinary action take place.

Employee turnover is lower in unions. Knowing that your employer cannot fire you for whistleblowing, discrimination, or no reason at all makes for a happy and productive worker.

A Voice for Workers in Political Decisions

Being a member of a union means having a voice. A voice that is heard and can make a difference.

Every union member can voice their concerns and suggest workplace improvements. They can share honest thoughts and opinions on all matters that concern their union and workplace.

Unions provide democracy. Everyone is equal, and everyone has the right to make a difference. Every union worker can have a say in political decisions, as every policy will affect each one of them.

Non-union workers do not don’t enjoy this level of freedom and equality. Their employers rarely hear their voices, and they have no say in policy debates.

Improved Conditions for Diverse Workforces

Long gone are the times when workforces were homogenous. Discrimination is still present in many workplaces, but that is not the case in unions.

Diverse workforces thrive when they band together in a union. Age, gender, race, religion, sexual orientation, physical disabilities, and culture play no part here. No such differences will affect anyone’s ability to enjoy better workplace conditions, benefits, and higher wages.

Unions represent workers from all sectors and of all levels of education, and everyone has equal rights.

Retirement Security

Not every non-union worker has access to retirement benefits. Even when they do, they’re often not very satisfactory.

This isn’t the case with unionized workers. They have retirement security, as well as better retirement benefits than regular workers. 

Unions provide defined benefit pension plans and/or defined contribution retirement plans (401(a), 401(k), etc.). It gives them an excellent incentive, knowing that their financial future is secure.

Conclusion

Being a union member definitely comes with incredible benefits. Want to join a union of professional plumbers, pipefitters, and HVACR fitters? Are you looking for great income potential? Do you want safe working conditions and health insurance with retirement? Is your goal to get career training that will help you get a stable job?

UA Local 467 Union is here for you! Our Joint Labor Management Apprenticeship Training Program is certified and college accredited. We can help you become one of our most qualified union workers who are the best workforce in the industry. Contact us today and let us help you build a rewarding career.

[concorderp]

labor Management Software One place for all your work.   📲Call Now: 9009155444 🌐Visit: http://concorderp.com/con.../module-group/labour-management/ . . .

[vorest-ag]

Was ist Labormanagement nach der Norm ISO 17025?

Labormanagement nach der Norm ISO 17025 verfolgt das Ziel, die Ergebnisse aus Prüfungen oder Kalibierungen sowie die technische Glaubwürdigkeit und Kompetenz von Laboratorien zu sichern. Diese implementieren dafür Qualitätsmanagementsysteme (auch QM-System genannt). Die für das Qualitätsmanagement in Laboren relevante Norm ist dabei die DIN EN ISO/IEC 17025. Sie stellt Anforderungen an die Kompetenz von Laboratorien....

Lesen Sie hier weiter, um alles zur Akkreditierung nach ISO 17025 zu erfahren: https://www.vorest-ag.com/Labormanagement-ISO-IEC-17025

Viel Spaß beim Lesen!🧐🔍

[james2198universe]

Labormanager/-in mit IT-Kenntnissen fr psycholinguistische Labore (m/

Mit ber 6 200 Beschftigten in Forschung, Lehre und Verwaltung und ihrem einzigartigen Profil gestaltet die Technische Universitt Dortmund Zukunftsperspektiven: Das Zusammenspiel von Ingenieur- und Naturwissenschaften, Gesellschafts- und Kulturwissens from Job Portal https://ift.tt/2OBdYcK

[linguistlist-blog]

Jobs: Labormanager mit IT-Kenntnissen für psycholinguistische Labore (m/w/d) - 080/19e, Technische Universität Dortmund

Mit über 6 200 Beschäftigten in Forschung, Lehre und Verwaltung und ihrem einzigartigen Profil gestaltet die Technische Universität Dortmund Zukunftsperspektiven: Das Zusammenspiel von Ingenieur- und Naturwissenschaften, Gesellschafts- und Kulturwissenschaften treibt technologische Innovationen ebenso voran wie Erkenntnis- und Methodenfortschritt, von dem nicht nur die 34 500 Studierenden profitieren. Labormanager/-in mit IT-Kenntnissen für psycholinguistische Labore (m/w/d) - Ref. 080/19e http://dlvr.it/RFhHLv

[annbwroby-blog]

INSIGHT-Wisconsin clash spotlights US labor-management rift

OSHKOSH, Wisconsin Oct 13 (Reuters) - Oshkosh Corp has been a rare lifeline for the beleaguered United Auto Workers, one of the few American manufacturers to have added significantly to its ranks of well-paid union workers in a brutal decade for factory hands.But now, as the UAW renews conciliatory contracts with major automakers that have dismissed tens of thousands of hourly workers, union employees are turning against Oshkosh.Tim Jacobson, 32, is among the workers who have rejected a new contract forged by union leaders with the maker of military vehicles and fire trucks. They are marching in the streets of this university city on Lake Winnebago to denounce an employer that has nearly doubled its UAW staff to 3,100 over the five-year span of its last union contract.Jacobson himself was hired by Oshkosh two years ago, less than a month after he was laid off from a nearby Harley Davidson plant."What's disgusting?" Jacobson shouts, carrying an American flag as he leads a line of 150 workers at a recent rally downtown. "Union busting," the crowd responds.This seemingly paradoxical labor standoff stems from grievances almost unique to Oshkosh, whose profits have been flush in recent years, and from a broader animus between labor and management, both nationally and in particular in Wisconsin, where a clash over the power of public-sector unions transfixed the country over the summer."Frankly, a lot of people here are pissed off," Jacobson said. Workers complain that the new contract erodes work rules, security and seniority rights - such as a demand that workers can be required to work up to ten Saturdays per year. Particularly galling to them is the company's call for more temporary, non-union positions. When Oshkosh sought union approval to hire as many as 300 temporary workers starting in 2013 as part of its original contract offer, the workforce rejected it.The most recent rejection, on Saturday, was the second in a week. The company had offered as much as an 8.5 percent raise and $2,000 signing bonus to offset to rising healthcare premiums. Oshkosh had attempted to craft a similar deal in 2010, a year before the contract's expiration, and met resistance then as well.An outright strike is unlikely. UAW and Oshkosh officials returned to the bargaining table on Wednesday. A third deal, without any demands for temporary worker provisions, will likely be handed to workers this weekend, according to people familiar with the talks. These people expressed confidence that the third attempt for ratification will work.If it goes through, the victory for the UAW could well be overshadowed by friction it is facing with a much bigger member, Ford Motor Co .Dissent isn't a new phenomenon for the UAW. In Detroit - home of the union's core constituency - workers have shown a willingness to vote down automaker contracts in even the worst of times. And now, as Ford seeks ratification for a new deal that includes lucrative bonuses, there is widespread concern that workers there will vote no. As of Thursday, two Ford factories had rejected a proposed four-year deal, throwing its ratification into doubt.And with protestors on the streets of Oshkosh, Wisconsin where even the deep erosion of the industrial heartland has been kept at bay, the thread of distrust sewn into labor-management relations is proving difficult to sever.Oshkosh's desire to bring in temps follows a pattern set by most of the nation's industrial heavyweights, such as Caterpillar Inc, who want to meet shorter-term production needs without having to bring on another crop of permanent employees. Workers here firmly believe this will lead to an inevitable loss of union jobs."Our members have been getting very angry out there," UAW Local 578 President Nick Nitscke recently said while standing in the lobby of the Oshkosh hotel, the site of the labor negotiations. He pointed to a street corner where hundreds of workers have protested several times in recent weeks. "They do not want anything to do with temp workers."PICKET FEVERThis schism between the workers and their union has many outside observers scratching their heads, coming as it does with the rest of the country plagued by economic malaise.Oshkosh has been on a roll thanks to winning big contracts to build military vehicles in recent years, though it now faces new headwinds as government-spending cuts and increased competition squeeze the defense industry. Management has been hitting this theme hard.In a letter accompanying its first offer to UAW workers last month, Chief Executive Charles Szews said, "the company's offer takes into consideration today's economic realities for our principal customer, the U.S. Department of Defense, which is facing hundreds of billions of dollars in budget reductions." Workers are largely dismissive of that outlook.Like many others in the area, Rep. Gordon Hintz, a Democrat representing Oshkosh, sees the current conflict as at least partially influenced by the protests over public-sector unions that polarized public opinion, just 87 miles to the south in Madison. The Occupy Wall Street movement is also energizing workers, he said. "Does Wisconsin have picket fever? Yes, I think there is a little of that."A broader anxiety is also underpinning the workers' resistance, says Mike Schroeder, a longtime Oshkosh worker recently elected as a chief bargaining steward. "People have not gotten the entire story of what is really going on here. This isn't really about money," he said. "This is about job security."A significant portion of Oshkosh's workers here were hired as the company was scrambling to fill orders from the Department of Defense, while other Wisconsin manufacturers -- including Kohler Co., Harley Davidson, and Mercury Marine - were laying people off and, in some cases, hiring more temps. As a result, Oshkosh was able to hire skilled manufacturing workers who harbored a deep resentment toward non-unionized employees doing short-term work.

[margeretnqcloer-blog]

INSIGHT-Wisconsin clash spotlights US labor-management rift

OSHKOSH, Wisconsin Oct 13 (Reuters) - Oshkosh Corp has been a rare lifeline for the beleaguered United Auto Workers, one of the few American manufacturers to have added significantly to its ranks of well-paid union workers in a brutal decade for factory hands.But now, as the UAW renews conciliatory contracts with major automakers that have dismissed tens of thousands of hourly workers, union employees are turning against Oshkosh.Tim Jacobson, 32, is among the workers who have rejected a new contract forged by union leaders with the maker of military vehicles and fire trucks. They are marching in the streets of this university city on Lake Winnebago to denounce an employer that has nearly doubled its UAW staff to 3,100 over the five-year span of its last union contract.Jacobson himself was hired by Oshkosh two years ago, less than a month after he was laid off from a nearby Harley Davidson plant."What's disgusting?" Jacobson shouts, carrying an American flag as he leads a line of 150 workers at a recent rally downtown. "Union busting," the crowd responds.This seemingly paradoxical labor standoff stems from grievances almost unique to Oshkosh, whose profits have been flush in recent years, and from a broader animus between labor and management, both nationally and in particular in Wisconsin, where a clash over the power of public-sector unions transfixed the country over the summer."Frankly, a lot of people here are pissed off," Jacobson said. Workers complain that the new contract erodes work rules, security and seniority rights - such as a demand that workers can be required to work up to ten Saturdays per year. Particularly galling to them is the company's call for more temporary, non-union positions. When Oshkosh sought union approval to hire as many as 300 temporary workers starting in 2013 as part of its original contract offer, the workforce rejected it.The most recent rejection, on Saturday, was the second in a week. The company had offered as much as an 8.5 percent raise and $2,000 signing bonus to offset to rising healthcare premiums. Oshkosh had attempted to craft a similar deal in 2010, a year before the contract's expiration, and met resistance then as well.An outright strike is unlikely. UAW and Oshkosh officials returned to the bargaining table on Wednesday. A third deal, without any demands for temporary worker provisions, will likely be handed to workers this weekend, according to people familiar with the talks. These people expressed confidence that the third attempt for ratification will work.If it goes through, the victory for the UAW could well be overshadowed by friction it is facing with a much bigger member, Ford Motor Co .Dissent isn't a new phenomenon for the UAW. In Detroit - home of the union's core constituency - workers have shown a willingness to vote down automaker contracts in even the worst of times. And now, as Ford seeks ratification for a new deal that includes lucrative bonuses, there is widespread concern that workers there will vote no. As of Thursday, two Ford factories had rejected a proposed four-year deal, throwing its ratification into doubt.And with protestors on the streets of Oshkosh, Wisconsin where even the deep erosion of the industrial heartland has been kept at bay, the thread of distrust sewn into labor-management relations is proving difficult to sever.Oshkosh's desire to bring in temps follows a pattern set by most of the nation's industrial heavyweights, such as Caterpillar Inc, who want to meet shorter-term production needs without having to bring on another crop of permanent employees. Workers here firmly believe this will lead to an inevitable loss of union jobs."Our members have been getting very angry out there," UAW Local 578 President Nick Nitscke recently said while standing in the lobby of the Oshkosh hotel, the site of the labor negotiations. He pointed to a street corner where hundreds of workers have protested several times in recent weeks. "They do not want anything to do with temp workers."PICKET FEVERThis schism between the workers and their union has many outside observers scratching their heads, coming as it does with the rest of the country plagued by economic malaise.Oshkosh has been on a roll thanks to winning big contracts to build military vehicles in recent years, though it now faces new headwinds as government-spending cuts and increased competition squeeze the defense industry. Management has been hitting this theme hard.In a letter accompanying its first offer to UAW workers last month, Chief Executive Charles Szews said, "the company's offer takes into consideration today's economic realities for our principal customer, the U.S. Department of Defense, which is facing hundreds of billions of dollars in budget reductions." Workers are largely dismissive of that outlook.Like many others in the area, Rep. Gordon Hintz, a Democrat representing Oshkosh, sees the current conflict as at least partially influenced by the protests over public-sector unions that polarized public opinion, just 87 miles to the south in Madison. The Occupy Wall Street movement is also energizing workers, he said. "Does Wisconsin have picket fever? Yes, I think there is a little of that."A broader anxiety is also underpinning the workers' resistance, says Mike Schroeder, a longtime Oshkosh worker recently elected as a chief bargaining steward. "People have not gotten the entire story of what is really going on here. This isn't really about money," he said. "This is about job security."A significant portion of Oshkosh's workers here were hired as the company was scrambling to fill orders from the Department of Defense, while other Wisconsin manufacturers -- including Kohler Co., Harley Davidson, and Mercury Marine - were laying people off and, in some cases, hiring more temps. As a result, Oshkosh was able to hire skilled manufacturing workers who harbored a deep resentment toward non-unionized employees doing short-term work.

[lacreshaovyhill-blog]

INSIGHT-Wisconsin clash spotlights US labor-management rift

OSHKOSH, Wisconsin Oct 13 (Reuters) - Oshkosh Corp has been a rare lifeline for the beleaguered United Auto Workers, one of the few American manufacturers to have added significantly to its ranks of well-paid union workers in a brutal decade for factory hands.But now, as the UAW renews conciliatory contracts with major automakers that have dismissed tens of thousands of hourly workers, union employees are turning against Oshkosh.Tim Jacobson, 32, is among the workers who have rejected a new contract forged by union leaders with the maker of military vehicles and fire trucks. They are marching in the streets of this university city on Lake Winnebago to denounce an employer that has nearly doubled its UAW staff to 3,100 over the five-year span of its last union contract.Jacobson himself was hired by Oshkosh two years ago, less than a month after he was laid off from a nearby Harley Davidson plant."What's disgusting?" Jacobson shouts, carrying an American flag as he leads a line of 150 workers at a recent rally downtown. "Union busting," the crowd responds.This seemingly paradoxical labor standoff stems from grievances almost unique to Oshkosh, whose profits have been flush in recent years, and from a broader animus between labor and management, both nationally and in particular in Wisconsin, where a clash over the power of public-sector unions transfixed the country over the summer."Frankly, a lot of people here are pissed off," Jacobson said. Workers complain that the new contract erodes work rules, security and seniority rights - such as a demand that workers can be required to work up to ten Saturdays per year. Particularly galling to them is the company's call for more temporary, non-union positions. When Oshkosh sought union approval to hire as many as 300 temporary workers starting in 2013 as part of its original contract offer, the workforce rejected it.The most recent rejection, on Saturday, was the second in a week. The company had offered as much as an 8.5 percent raise and $2,000 signing bonus to offset to rising healthcare premiums. Oshkosh had attempted to craft a similar deal in 2010, a year before the contract's expiration, and met resistance then as well.An outright strike is unlikely. UAW and Oshkosh officials returned to the bargaining table on Wednesday. A third deal, without any demands for temporary worker provisions, will likely be handed to workers this weekend, according to people familiar with the talks. These people expressed confidence that the third attempt for ratification will work.If it goes through, the victory for the UAW could well be overshadowed by friction it is facing with a much bigger member, Ford Motor Co .Dissent isn't a new phenomenon for the UAW. In Detroit - home of the union's core constituency - workers have shown a willingness to vote down automaker contracts in even the worst of times. And now, as Ford seeks ratification for a new deal that includes lucrative bonuses, there is widespread concern that workers there will vote no. As of Thursday, two Ford factories had rejected a proposed four-year deal, throwing its ratification into doubt.And with protestors on the streets of Oshkosh, Wisconsin where even the deep erosion of the industrial heartland has been kept at bay, the thread of distrust sewn into labor-management relations is proving difficult to sever.Oshkosh's desire to bring in temps follows a pattern set by most of the nation's industrial heavyweights, such as Caterpillar Inc, who want to meet shorter-term production needs without having to bring on another crop of permanent employees. Workers here firmly believe this will lead to an inevitable loss of union jobs."Our members have been getting very angry out there," UAW Local 578 President Nick Nitscke recently said while standing in the lobby of the Oshkosh hotel, the site of the labor negotiations. He pointed to a street corner where hundreds of workers have protested several times in recent weeks. "They do not want anything to do with temp workers."PICKET FEVERThis schism between the workers and their union has many outside observers scratching their heads, coming as it does with the rest of the country plagued by economic malaise.Oshkosh has been on a roll thanks to winning big contracts to build military vehicles in recent years, though it now faces new headwinds as government-spending cuts and increased competition squeeze the defense industry. Management has been hitting this theme hard.In a letter accompanying its first offer to UAW workers last month, Chief Executive Charles Szews said, "the company's offer takes into consideration today's economic realities for our principal customer, the U.S. Department of Defense, which is facing hundreds of billions of dollars in budget reductions." Workers are largely dismissive of that outlook.Like many others in the area, Rep. Gordon Hintz, a Democrat representing Oshkosh, sees the current conflict as at least partially influenced by the protests over public-sector unions that polarized public opinion, just 87 miles to the south in Madison. The Occupy Wall Street movement is also energizing workers, he said. "Does Wisconsin have picket fever? Yes, I think there is a little of that."A broader anxiety is also underpinning the workers' resistance, says Mike Schroeder, a longtime Oshkosh worker recently elected as a chief bargaining steward. "People have not gotten the entire story of what is really going on here. This isn't really about money," he said. "This is about job security."A significant portion of Oshkosh's workers here were hired as the company was scrambling to fill orders from the Department of Defense, while other Wisconsin manufacturers -- including Kohler Co., Harley Davidson, and Mercury Marine - were laying people off and, in some cases, hiring more temps. As a result, Oshkosh was able to hire skilled manufacturing workers who harbored a deep resentment toward non-unionized employees doing short-term work.

[unifocus359]

Efficient Labor Management for Hotels: Key Strategies for Success

Effective labor management for hotels is crucial for the smooth operation of any hotel. Balancing employee workloads, controlling costs, and maintaining guest satisfaction all rely heavily on how well labor is managed. Here are some strategies that can enhance labor management in hotels:

Workforce Planning and Scheduling: Properly planning staffing levels based on occupancy and demand can prevent both overstaffing and understaffing. Hotels can use predictive tools and historical data to forecast busy periods, ensuring that the right number of staff is always available.

Cross-Training Employees: Cross-training staff to handle multiple roles can increase flexibility and help hotels respond to fluctuating guest needs. This practice reduces dependency on specific individuals and keeps operations running smoothly during peak times.

Employee Motivation and Retention: Motivated employees are more productive and contribute to a positive guest experience. Hotels should invest in employee recognition programs, provide opportunities for career advancement, and ensure fair compensation.

Labor Cost Control: Managing labor costs without compromising service quality is a delicate balance. By analyzing labor efficiency and adjusting staffing according to demand, hotels can reduce unnecessary expenses while maintaining a high standard of service.

Technology Integration: Leveraging technology, such as workforce management systems, can automate scheduling, track attendance, and improve labor forecasting. This leads to better decision-making and time savings.

In the competitive hotel industry, efficient labor management for hotels can make a significant difference in both guest satisfaction and profitability. By focusing on these strategies, hotels can ensure a smooth and efficient operation that keeps both guests and staff happy.

#LaborManagement #HotelOperations #HotelStaffing #WorkforceEfficiency #HotelManagement

[payrollbd]

Boost productivity with our Time & Labor Management software. Streamline workforce scheduling and attendance tracking. Say goodbye to HR headaches! #TimeManagement #LaborManagement #ProductivityBoost Learn more: https://www.payrollbangladesh.com/management/time-labor-management/

Boost productivity with our Time & Labor Management software. Streamline workforce scheduling and attendance tracking. Say goodbye to HR headaches! #TimeManagement #LaborManagement #ProductivityBoost Learn more: https://www.payrollbangladesh.com/management/time-labor-management/

[bobbyewguffey-blog]

INSIGHT-Wisconsin clash spotlights US labor-management rift

OSHKOSH, Wisconsin Oct 13 (Reuters) - Oshkosh Corp has been a rare lifeline for the beleaguered United Auto Workers, one of the few American manufacturers to have added significantly to its ranks of well-paid union workers in a brutal decade for factory hands.But now, as the UAW renews conciliatory contracts with major automakers that have dismissed tens of thousands of hourly workers, union employees are turning against Oshkosh.Tim Jacobson, 32, is among the workers who have rejected a new contract forged by union leaders with the maker of military vehicles and fire trucks. They are marching in the streets of this university city on Lake Winnebago to denounce an employer that has nearly doubled its UAW staff to 3,100 over the five-year span of its last union contract.Jacobson himself was hired by Oshkosh two years ago, less than a month after he was laid off from a nearby Harley Davidson plant."What's disgusting?" Jacobson shouts, carrying an American flag as he leads a line of 150 workers at a recent rally downtown. "Union busting," the crowd responds.This seemingly paradoxical labor standoff stems from grievances almost unique to Oshkosh, whose profits have been flush in recent years, and from a broader animus between labor and management, both nationally and in particular in Wisconsin, where a clash over the power of public-sector unions transfixed the country over the summer."Frankly, a lot of people here are pissed off," Jacobson said. Workers complain that the new contract erodes work rules, security and seniority rights - such as a demand that workers can be required to work up to ten Saturdays per year. Particularly galling to them is the company's call for more temporary, non-union positions. When Oshkosh sought union approval to hire as many as 300 temporary workers starting in 2013 as part of its original contract offer, the workforce rejected it.The most recent rejection, on Saturday, was the second in a week. The company had offered as much as an 8.5 percent raise and $2,000 signing bonus to offset to rising healthcare premiums. Oshkosh had attempted to craft a similar deal in 2010, a year before the contract's expiration, and met resistance then as well.An outright strike is unlikely. UAW and Oshkosh officials returned to the bargaining table on Wednesday. A third deal, without any demands for temporary worker provisions, will likely be handed to workers this weekend, according to people familiar with the talks. These people expressed confidence that the third attempt for ratification will work.If it goes through, the victory for the UAW could well be overshadowed by friction it is facing with a much bigger member, Ford Motor Co .Dissent isn't a new phenomenon for the UAW. In Detroit - home of the union's core constituency - workers have shown a willingness to vote down automaker contracts in even the worst of times. And now, as Ford seeks ratification for a new deal that includes lucrative bonuses, there is widespread concern that workers there will vote no. As of Thursday, two Ford factories had rejected a proposed four-year deal, throwing its ratification into doubt.And with protestors on the streets of Oshkosh, Wisconsin where even the deep erosion of the industrial heartland has been kept at bay, the thread of distrust sewn into labor-management relations is proving difficult to sever.Oshkosh's desire to bring in temps follows a pattern set by most of the nation's industrial heavyweights, such as Caterpillar Inc, who want to meet shorter-term production needs without having to bring on another crop of permanent employees. Workers here firmly believe this will lead to an inevitable loss of union jobs."Our members have been getting very angry out there," UAW Local 578 President Nick Nitscke recently said while standing in the lobby of the Oshkosh hotel, the site of the labor negotiations. He pointed to a street corner where hundreds of workers have protested several times in recent weeks. "They do not want anything to do with temp workers."PICKET FEVERThis schism between the workers and their union has many outside observers scratching their heads, coming as it does with the rest of the country plagued by economic malaise.Oshkosh has been on a roll thanks to winning big contracts to build military vehicles in recent years, though it now faces new headwinds as government-spending cuts and increased competition squeeze the defense industry. Management has been hitting this theme hard.In a letter accompanying its first offer to UAW workers last month, Chief Executive Charles Szews said, "the company's offer takes into consideration today's economic realities for our principal customer, the U.S. Department of Defense, which is facing hundreds of billions of dollars in budget reductions." Workers are largely dismissive of that outlook.Like many others in the area, Rep. Gordon Hintz, a Democrat representing Oshkosh, sees the current conflict as at least partially influenced by the protests over public-sector unions that polarized public opinion, just 87 miles to the south in Madison. The Occupy Wall Street movement is also energizing workers, he said. "Does Wisconsin have picket fever? Yes, I think there is a little of that."A broader anxiety is also underpinning the workers' resistance, says Mike Schroeder, a longtime Oshkosh worker recently elected as a chief bargaining steward. "People have not gotten the entire story of what is really going on here. This isn't really about money," he said. "This is about job security."A significant portion of Oshkosh's workers here were hired as the company was scrambling to fill orders from the Department of Defense, while other Wisconsin manufacturers -- including Kohler Co., Harley Davidson, and Mercury Marine - were laying people off and, in some cases, hiring more temps. As a result, Oshkosh was able to hire skilled manufacturing workers who harbored a deep resentment toward non-unionized employees doing short-term work.