这篇论文 审查通过调整流程弥合管理层和工会之间差距的流程和程序 围绕共同利益。换言之，对工会有益的东西也对社会有益 管理层，反之亦然；管理层向工会展示他们如何从中受益 合同的调整。 由此产生的过程被称为“附信协议”，这是一份新工作实践的书面协议 工会愿意试点，对双方都有很大好处。 工会很高兴，因为有了工作保障和 明确定义新的工作实践，有更多的学习和成长机会。还有工会 会员可获得额外技能和表现的报酬。 管理层很高兴 因为有了更可靠、更高效的劳动力，并降低了总体成本。长期的 利益一致时，竞争前景看起来光明；每个人都在同一个团队 为了同样的目标朝着同样的方向前进。 拥有多技能的员工队伍可实现全面高效的联合操作和维护， 结束“等待别人告诉你该做什么”或“等待电工来做什么” 断开电线。“劳动力灵活性和跨职能团队使用项目驱动 维护是他们成功的策略。讨论了几个使用该过程的案例研究。本文的目的是展示转向新的劳资关系模式将如何为员工、工会和组织领导层带来利益。 包括数字。

This paper examines the process and procedure for bridging the gap between management and labor unions through a process of alignment around common interests. In other words, what's good for the union is also good for management and vice versa; management shows the union how they can benefit from adjustments to their contract. The resulting process, called a "side letter agreement," which is a written agreement of new work practices that the union is willing to pilot, greatly benefits both sides. The union is happy because of job security and clearly defined new work practices, with more opportunity to learn and grow. Also, the union members are compensated for additional skills and performance. Management is happy because of a more reliable and productive workforce and reduced overall costs. The long-term competitive outlook looks bright when interests are aligned; everyone's on the same team and pushing in the same direction for the same goals. A multi-skilled workforce results in total productive combined operations and maintenance, putting an end to the "wait to be told what to do" or "wait for the electrician to come to disconnect the wires." Workforce flexibility and cross-functional teams use program driven maintenance as their strategy for success. Several case studies are discussed that used this process. The purpose of this paper is to show how moving to a new mode of labor/management relations will produce benefits to employees, the union and the leadership of the organization. Includes figures.