Union Directions - Army Response.
ARMY WAR COLL CARLISLE BARRACKS PA
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Labor organizations representing Federal employees, including nearly 227,000 Department of the Army civilians, are in a critical period of their development. When the Federal sector labor-management relations program achieved a statutory base in 1979, the unions had visions of a significantly increased scope of bargaining and an enlarged role in the bilateral relationship. These visions have not been realized, however, and now the unions are decidedly pessimistic about their ability to affect improvement in the employees lot. This pessimism can manifest itself in a number of directions, some of which the Department of the Army can influence to the good. Other union directions, e.g., legislative initiatives, will be far less susceptible to Army actions. Research was accomplished through an examination of the current literature, personal discussions with union and management leaders in the labor relations field, a review of the case law, and a working knowledge of union and agency initiatives. The Department should anticipate likely union directions in the labor relations program and respond in a pro-active fashion. Our response should continue to be based on the underlying strategy of an affirmative willingness to bargain collectively with the unions. Author
- Administration and Management
- Sociology and Law
- Personnel Management and Labor Relations