NCJ Number
80103
Journal
Journal of Police Science and Administration Volume: 9 Issue: 3 Dated: (September 1981) Pages: 296-305
Date Published
1981
Length
10 pages
Annotation
This article discusses collective bargaining with police unions, including the views of both management and the unions.
Abstract
About one-third of all police employees are unionized. Police officers have elected union representatives whenever they perceived their status as eroded or their traditions and values as threatened. To reduce friction between management and union employees, there must be communication and participation in the decisionmaking process. A determination must be made before contractual agreements are signed of the long-range effects and costs of the items in the agreement. Unions have emphasized that they should have a direct voice in their organization's policies, as these policies directly affect the employees. By not seeking improved financial benefits and employment conditions for their employees, management has created a leadership vacuum that has been filled by employee organizations. Adequately managed collective bargaining processes can actually enhance the merit system by requiring an examination of personnel policies and the establishment of grievance procedures to resolve employee dissatisfactions. One possible program that will lead to compatible labor relations is providing members of employee organizations a stake in management affairs. Evaluation of collective bargaining in the 1970's indicates that unions have attempted to replace procedures for consultation that had been previously informal, tacit, and verbal with procedures that are formal, explicit, and contractual. Five footnotes and about 35 references are given.