ROLE OF UNION AND MANAGEMENT IN THE POLICE LABOR RELATIONS PROCESS (FROM POLICE-COMMUNITY RELATIONS SELECTED READINGS - 2ND ED, 1978, BY PAUL F CROMWALL, JR AND GEORGE KEEFER -SEE NCJ-47600)

• NCJ Number: 47612
• Author(s): S MAY
• Date Published: 1978
• Length: 19 pages
• Corporate Author: West Publishing Co
• Publication Format: Document
• Language: English
• Country: United States of America
• Note: REPRINTED FROM GUIDELINES AND PAPERS FROM NATIONAL SYMPOSIUM ON POLICE LABOR RELATIONS, WASHINGTON, D C, JUNE 9-12, 1974

Annotation

ONE OF THE MAJOR DEVELOPMENTS AFFECTING MUNICIPAL GOVERNMENT HAS BEEN THE EMERGENCE OF POLICE UNIONS, A DEVELOPMENT WHICH HAS RESULTED IN CONTROVERSY AND ANTAGONISM LARGELY DUE TO MUTUAL MISUNDERSTANDING.

Abstract

AS ARGUMENTS ABOUT GOVERNMENTAL SOVEREIGNTY AND DELEGATION OF AUTHORITY HAVE BEEN SWEPT ASIDE BY JUDICIAL OR STATUTORY EDICT, SOME POLICE ORGANIZATIONS, CONTENDING THEY SHOULD HAVE THE SAME RIGHTS AS OTHER WORKERS, HAVE OCCASIONALLY ENGAGED IN MILITANT JOB ACTIONS. A LACK OF TRAINED PERSONNEL AND EXPERTISE, STRONG ADVOCACY ON BOTH SIDES, AND A FAILURE TO DISTINGUISH BETWEEN COLLECTIVE BARGAINING IN THE PUBLIC AND PRIVATE SECTORS HAVE GENERATED MUTUAL DISTRUST AND HOSTILITY WHICH HAS HAD LONG-TERM DETRIMENTAL EFFECTS ON THE DEVELOPMENT OF WORKABLE AND PRODUCTIVE BARGAINING RELATIONSHIPS. AS MUNICIPALITIES AND POLICE UNIONS GAINED EXPERIENCE, THEY HAVE INCREASINGLY LOOKED TO PROFESSIONAL HELP TO RATIONALIZE AND ORGANIZE THEIR LABOR RELATIONS POLICIES. OPTIMAL LABOR-MANAGEMENT RELATIONSHIPS ARE MOST LIKELY TO DEVELOP WHERE BOTH PARTIES ARE STRONG, UNDERSTAND THEIR OWN ROLES AND INTERESTS, HAVE DATA TO SUPPORT THEIR POSITIONS, AND HAVE THE CAPABILITY TO PRESENT A STRONG ADVOCACY POSITION. IN ORDER TO PUT UP THE STRONGEST FRONT, IT IS NECESSARY FOR THE POLICE UNION TO BE REPRESENTED BY A COLLECTIVE BARGAINING TEAM WITH CENTRALIZED AND MANDATED AUTHORITY OF THE MEMBERSHIP. ALSO CRITICAL ARE A COMMITMENT TO OVERALL MEMBERSHIP GOALS, EXPERTISE IN NEGOTIATION, CONTINUITY OF REPRESENTATION, AND WELL-PLANNED NEGOTIATION STRATEGIES BASED ON OVERALL GOALS OF THE MEMBERSHIP. IN GENERAL, THE MANAGEMENT NEGOTIATION TEAM SHOULD CONSIST OF AN EXPERT AND EXPERIENCED CHIEF NEGOTIATOR, A FINANCE OFFICER, REPRESENTATIVES OF THE POLICE ADMINISTRATOR, THE CITY ATTORNEY, AND, POSSIBLY, THE MUNICIPAL EXECUTIVE. PRENEGOTIATION RESEARCH WILL BE NECESSARY TO ESTABLISH LABOR ISSUES AND MANAGEMENT PRIORITIES, UNION ISSUES AND INTERESTS, COMPARABLE LABOR DATA IN OTHER JURISDICTIONS, POTENTIAL FINANCIAL IMPLICATIONS OF UNION DEMANDS, AND THE MUNICIPALITY'S ABILITY TO RESPOND TO THE CONSEQUENCES IF A SETTLEMENT IS NOT REACHED. IT IS SUGGESTED THAT A BARGAINING TIMETABLE SHOULD BE ESTABLISHED AND ADHERED TO AS STRICTLY AS POSSIBLE. WHILE IT IS BEST FOR THE POLICE ADMINISTRATOR NOT TO BE DIRECTLY INVOLVED IN THE BARGAINING PROCESS, HIS PREBARGAINING INPUT IS CRITICAL TO MANAGEMENT DECISIONMAKING. IN ADDITION THE ADMINISTRATOR SHOULD BE AVAILABLE TO MEET WITH THE TEAM AT ALL STAGES OF NEGOTIATION AND TO SERVE AS AN EXPERT WITNESS AND SOURCE OF ADVICE. WHEN FEASIBLE, IT IS RECOMMENDED THAT THE ADMINISTRATOR SELECT AND HELP TO TRAIN AIDES TO REPRESENT HIM OR HER IN THE LABOR RELATIONS PROCESS. POLICE UNION USE OF LEGISLATIVE INFLUENCE AND POLITICAL PRESSURE TO GAIN POSTBARGAINING CONCESSIONS IS DISCUSSED. MANAGEMENT TECHNIQUES FOR DEVELOPING PROPER CONTRACT ADMINISTRATION FOLLOWING SETTLEMENT INCLUDE INFORMATION DISSEMINATION, MANAGERIAL TRAINING PROGRAMS, ESTABLISHMENT OF FAIR GRIEVANCE PROCEDURES, CONTINUOUS MONITORING, AND INFORMAL CONTACTS WITH THE UNION AND ITS MEMBERS THROUGHOUT THE YEAR. (JAP)