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Labour Relations 6e By Larry Suffield Gary Gannon Carol Ann Samhaber Solutions Manual For 1 / 4
Instructor’s Manual for Suffield, Gannon, and Samhaber Labour Relations Sixth Edition Copyright © 2024 Pearson Canada Inc.ii
TABLE OF CONTENTS
Chapter 1: Union Objectives, Processes, and Structure 1
Chapter 2: Labour Relations in Canada 15
Chapter 3: The External Environment 41
Chapter 4:
Organizational Strategy 62
Chapter 5: Governments and Labour Relations Boards 81
Chapter 6: Union Organizing, Drive and Certification 90
Chapter 7: The Collective Agreement 122
Chapter 8: Negotiation of the Collective Agreement 152
Chapter 9:
Strikes, Lockouts, and Contract Dispute Resolution 182
Chapter 10: Administration of the Collective Agreement 202
Chapter 11: Public-Sector Labour Relations
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Instructor’s Manual for Labour Relations, Sixth Edition Chapter 1 Unions Objectives, Processes, and Structure Copyright © 2024 Pearson Canada Inc.1
CHAPTER 1
UNIONS: OBJECTIVES, PROCESSES, AND
STRUCTURE
Preface In this chapter students will begin their exploration of unions in Canada. In particular, students will examine union objectives, processes and structure. Union membership and union operations will also be discussed in relation to how unions function. Unions are key across a prominent business partner in the labour relations system.Learning Objectives 1.1 Outline the strategic goals of unions.
1.2 Describe union membership.
1.3 Explain the types of unions.
1.4 Outline the objectives and processes of unions.
1.5 Appreciate the various union structures and functions.Outline/Table of Contents I.Union Objectives II. Union Objectives and Processes III. Union Structure and Functions IV. Review Questions V. Discussion Questions VI. Web Research Activities VII. Vignette VIII. Case Incident Lecture Outline/Syllabus I.Union Objectiv es Unionization is based on the principle that employees may have little or no individual power when dealing with their employer, but as a group they can realize their collective power and im- prove their terms and conditions of employment. Therefore, a union or trade union is an organi- zation, external to and also within a work setting, that has the primary objective of improving the employee compensation and working conditions it represents. These organizations have four main objectives.Union is an organization, external to and also within a work setting, that has the primary objective of improving the employee compensation and working conditions it represents.Union density is the percentage of non-agricultural workers who are union members. It indicates the percentage of potential union members who have actually joined a union. Union density is 3 / 4
Instructor’s Manual for Labour Relations, Sixth Edition Chapter 1 Unions Objectives, Processes, and Structure Copyright © 2024 Pearson Canada Inc.2 not the same as the percentage of employees covered by a collective agreement. There are situations where more employees are covered by a collective agreement and do not become union members. Although in some situations employees are required to become union members, this is not always the case. This compares to union coverage which is the percentage of employees covered by a collective agreement, including those who do not become union members.
In most Canadian jurisdictions, the law allows for union dues to be deducted from the pay of all bargaining unit employees at the request of the union. Compulsory union membership may al-so be a stated requirement in a collective agreement. The more favourable union security provi- sions in Canada may assist unions by providing a secure financial base for their operations and by eliminating the contentious issue of the deduction of dues from the negotiation of first collective agreements. Labour relations legislation is also quickly and strictly enforced in Canada. In Canada, legislation grants bargaining rights to public-sector employees, and a union’s right to strike during collective bargaining.
Union Members
Employment Status, Full- vs. Part-Time The organization of part-time employees continues to be a challenge for unions. Many such employers are employed in the private-service sector, where unions have had difficulty organizing in the past. Part-time employees may not be engaged with the same employer for long periods of time, which also can challenge union organizers. Further, the use of part-time employees has been a source of conflict between unions and employers. Unions have sought to establish or continue contract provisions that restrict the use of non-union part-time employees. One example of a long struggle by a union to certify part- time employees was OPSEU’s successful campaign to represent 20,000 teaching staff at Ontario community colleges.
Increase in Female Membership From 2015 to 2022, the union coverage for Canadian male employees rose slightly from 2,282 to 2,327. While female employees over the same period rose from 2,407.5 to 2,687.4.
One reason for the decline in the unionization rate for young men was the employment shift from industries and occupations with high unionization rates, such as construction and manufacturing, to industries and occupations with lower rates, such as retail trade and professional services.However, employment shifts were not the sole reason for changes in the unionization rate.
Union members may have higher levels of education than is commonly perceived. In particular, 31 percent of union members have a post-secondary certificate or diploma, while 30 percent have a university degree.
Historically, a distinction has been drawn between craft unions and industrial unions. Craft unions may be traced back to the guild system of the Middle Ages, where skilled craftsmen provided goods and services needed in their community. Blacksmiths, glaziers, carpenters, among many skilled artisans, also trained apprentices to succeed them, set prices for their work and provided financial support to their peers in times of injury or illness. A craft union limits its
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