Joy Ramos RN

The process in which organized employees participate with their employers in decision about their rates of pay, hours of work, and other terms and conditions of employment.
It is a means where professional nurses can influence hospital nursing care delivery systems and labor-management relations through a united voice. Often viewed as a power relationship, either adversarial or cooperative.

Lack of promotional opportunities.

Lack of staff development and continuing education opportunities. Low wages and limited benefits. Overwork, mandatory overtime, performance of non nursing duties. Lack of career ladders.

Short staffing and improper skills mix to correspond to patient acuity. Adversarial relationships between nurses and management and exploitation of nurses by management.
Lack of respect, autonomy (incursion of management into the scope of practice.)

An organization committee is formed.

The major campaign issues are identified and discussed. The organizing committee does research to obtain extensive knowledge in all facets of the institution.

A time table is prepared delineating the specific organizing activities. Possible employer tactics are identified and discussed and specific strategies are developed to manage them.
A system is established for keeping in constant communication for nurses.

A structural plan is made, including an adoption of a set of bylaws and elections of officers. A recognition occurs by the employer or National Labor Relations Board (NLRB). An election is held in which nurses vote for or against a collective bargaining unit.

A bargaining committee is elected by the nurses to negotiate a contract. A contract is negotiated. When all proposals have been fully discussed and agreed on, the contract is written. The contract is presented to union members who vote to ratify or reject it.

The contract is enforced through grievance and arbitration procedures. It is reviewed or amended on a regular basis.

When a union member believes that management has failed to meet the terms of a contract or labor agreement and communicates this to management.

These usually starts with an employee who believes there has been wrongdoing on the part of the management.
The member talks with a union representative, who helps the employee judge whether the act or condition actually justifies a complain.

The union representative uses knowledge of the contract, knowledge of the labor code, and judgment to assist the employee.
The union member and the union representative meet with the manager to voice the grievance.

If the conflict is not resolved, the next step may be to appeal managements decision, and mediate with a higher level manager.

Assisted negotiation. When the negotiating parties can not reach agreement on an issue during contract negotiations or during a labor dispute unresolved by grievance procedures the issue is referred to a mediator trained to resolve such disputes.

The mediator assists the parties in defining the issues, dissolving obstacles to communication, exploring alternatives, facilitating the negotiations, and reaching an agreement.

An arbitrator examines the facts and makes decision that is binding. Arbitration uses as the source of law the express provisions of the contract, past practices of the industry (that are accepted correct by both parties) , and the shop (health care and nursing).

Accurate definition of the problem. Does it violate the contract or the law? Is it timely and documented?
Timely presentation. Follows the time limits and steps of the grievance procedure and for notifying appropriate persons. Documentation. Facts; Claim adjustment desired; form signed, dated, and given to appropriate person. All steps are performed with a businesslike attitude to facilitate objectivity and facilitation.

Step 1 : If you are considering initiating a grievance or appeal, you should first discuss the matter with your Department Head. You should state the case in writing with your Department Head and state the adjustment desired. This should be done within 10 working days of the occurrence.

Step 2: If your grievance is not settled to your satisfaction by your Department Head, you may appeal, in writing, with your Assistant Hospital Administrator within 10 working days with the response to step 1.

Step 3: If your grievance is not settled to your satisfaction in step 2, you may appeal, in writing, with your Division Head within 10 working days with the respond to step 2.

Final Step: If your grievance is not settled to your satisfaction in step 3, you may request in writing the Assistant Vice President of the Human Resources to schedule a hearing before the Staff and Grievance Committee. A hearing before the committee is a no adversarial proceeding, and attorneys are not allowed to participate on either side.

Final Step(Cont): You may select another employee who is willing and able to arrange his work schedule accordingly to represent you in the grievance/appeal hearing.
The committees recommendation is presented to the Assistant Vice President for Financial Services for financial decisions. The Assistant Vice President of the Human Resources will the advise the concerned parties with the decision and assists with any personnel action required.

Increases employee satisfaction, so it is a good human resource management tool with or without a union.
Must be perceived as fair. Their contents should be told to all employees, and managers should be trained to follow them. Should be communicated as an employee benefit and included in the personnel handbook.

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