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dc.contributor.authorDegni, Eli K.
dc.contributor.authorJohnson, Christopher T.
dc.contributor.authorSterbenz Filby, Christine L.
dc.contributor.authorStineman, Brian M.
dc.date.accessioned2016-03-03T16:46:21Z
dc.date.available2016-03-03T16:46:21Z
dc.date.issued2015-05
dc.identifier.urihttp://hdl.handle.net/2092/2113
dc.descriptionCapstone paper from 2015 spring MPA program. Instructed by Allen Zagoren.en_US
dc.description.abstractOver the last 125 years, labor unions and management in the United States have had working relationships that have ranged from positive to co-existence to adversarial. In recent decades, declines in union membership, politically charged legislation seeking to limit union influence, and pressures on management to maintain profits in a global economy have introduced further strain on labor and management relations. In this paper we will examine the factors that impact labor and management relationships on a local level and what can be done to improve them. To provide a bigger context, the history of legislation and economic factors that have influenced labor and management relationships throughout their existence in this country will be explored. Additionally, interviews of labor and management leaders revealed generational differences, complacency, and lack of communication can negatively impact labor and management relationships. Solutions to these problems will be offered and include utilizing a “Problem- Solving, Relationship-Building” (PS/RB) approach. Although hard metrics for this approach are difficult to define, it has been used successfully on both an organizational level as well as on a regional level. Finally, we will describe the resources available to not only begin this approach with labor and management, but to sustain the effort and the benefits it offers.en_US
dc.language.isoen_USen_US
dc.titleLabor and Management Relations: Historical Perspectives and Current Trendsen_US
dc.typeOtheren_US


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