A PRIMER ON

PLANT-LEVEL

LABOR-MANAGEMENT

COOPERATION PROGRAM

 

 

 

 

WHAT IS LABOR-MANAGEMENT

 COOPERATION?

 

 

 

            Labor-management cooperation is a state of relations where labor and management work hand-in-hand to accomplish certain goals using mutually acceptable means.

 

 

            It is the outcome of a continuing process of enhancing mutual trust and respect through:

 

v     information sharing

v     discussion

v     consultation

v     negotiations

 

 

as schemes of workers’ participation in decision-making process on matters not covered by collective bargaining agreements.

 

 

 

WHY IS THERE A NEED FOR LABOR AND MANAGEMENT TO COOPERATE?

 

 

 

Primarily, because labor and management are social partners sharing a common interest in the success and growth of the enterprise and the economy.

 

 

Specifically,

 

v     to promote workers’ participation in decision-making processes

 

v     to create a labor relations climate conducive to productivity improvement

 

v     to improve the quality of working life

 

v     to achieve and sustain economic growth

 

 

WHAT ARE THE MECHANISMS TO PROMOTE LABOR-MANAGEMENT COOPERATION?

 

 

Direct participation mechanisms through small group activities like quality control circles or productivity improvement circles.

 

Indirect participation mechanisms through joint consultative bodies like labor-management councils or committees.

 

Combination of direct and indirect participation mechanisms like joint bodies and small group activities.

 

 

THE PROBLEM SOLVING PROCESS

 

 

 

            To ensure the non-adversarial character of the labor-management committee, issues should be addressed using the problem-solving process involving the following steps:

 

 

v     Define the problem

v     Get all the facts

v     Find the cause of the problem

v     Propose solutions

v     Evaluate proposed solutions

v     Select the best solution

v     Implement the corrective action

v     Evaluate the corrective action undertaken

 

WHAT ARE USUALLY COVERED BY LABOR-MANAGEMENT COOPERATION PROGRAMS?

 

 

 

            Sharing of information, discussions consultations and negotiations on matters outside the collective bargaining agreement which may cover, among others, areas of management decisions like:

 

v     personnel policies

v     production plans

v     business expansion programs

v     productivity improvement program

v     productivity gain-sharing program

v     job security

v     improvement of quality of worklife

v     occupational health and safety programs

v     introduction new technology and machinery

v     retrenchment programs

v     business mergers of closure

v     workers’ welfare and livelihood programs

v     sports, recreation and social activities 

 

 

    WHAT BENEFITS CAN WORKERS DERIVE FROM LABOR-MANAGEMENT COOPERATION PROGRAMS?

 

 

v     Opportunity to participate in policy and decision-making process

v     A channel of communication to top management

v     Means to make inputs in solving operational problems and management plans affecting workers in the workplace

v     Avenues for employees to air complaints that cannot be appropriately addressed in the grievance procedure

v     Opportunity to demonstrate that the union is a responsible organization with a constructive role to play beyond the traditional contract negotiations and grievance settlement

v     Opportunity for self-improvement and on-the-job leadership training

 

WHAT BENEFITS CAN MANAGEMENT DERIVE FROM LABOR-MANAGEMENT COOPERATION ROGRAMS?

 

 

v     A forum to share information about business conditions, quality problems, product development and other matters that demonstrate the role of employees in the success of the enterprise.

v     An opportunity for advanced discussion of operational problems and plans, particularly those affecting employee work schedules, overtime, lay-offs, transfer, etc.

v     A means to relate with the union without being bogged down in labor relations issues.

v     Opportunity to demonstrate responsiveness to constructive suggestions and valid complaints of employees in improving the workplace.

v     Means to tap the large reservoir of know-how and creativeness of employees.

v     A channel of communication with employees

v     Enhancement of human factor in organizational effectiveness.

 

STEPS IN THE FORMULATION OF LABOR-MANAGEMENT COOPERATION PROGRAMS

 

 

v     Orientation on labor-management cooperation

v     Recognition of common objectives and problems and the need to cooperate and agree on mutually acceptable solution

v     Determination of appropriate organizational structure

v     Adoption of operating guidelines to govern the cooperation program

v     Setting-up of the operating structure

v     Training of persons involved in the cooperation program

v     Identification and prioritization of problems

v     Formulation and development of plans and projects

v     Implementation of plans and projects

v     Monitoring and evaluation of projects

 

 

GUIDELINES IN SETTING UP APPROPRIATE ORGANIZATION STRUCTURE

 

 

Under R.A. 6715, the operating mechanism for labor-management cooperation program in organized establishments is called Labor-Management Council.  In unorganized establishment, the mechanism is called Labor-Management Committees.

 

            To ensure the orderly operations of the Council or the Committee, it is desirable that the parties agree on the basic guidelines or principles which may include:

 

 

v     The objectives of the committee/council

v     Coverage of committee’s/council’s activities

v     Structure and size of the committee/council

v     Time, place, duration and frequency of meeting

v     Procedure for the timing exchange of agenda

v     Recording, maintenance and dissemination of minutes of meetings

v     Other matters the parties may wish to include

 

ORGANIZATION AND STRUCTURE OF A LABOR-MANAGEMENT COUNCIL OR   COMMITTEE

 

 

            While there are no set rules, a typical committee/council has the following organizational features:

 

v     Composed of an adequate number of representatives from labor and management.

v     Labor representatives shall be elected by at least the majority of the workers in the establishment.

v     Management is represented by top level officials, the personnel or industrial relations manager, the production manager and other officers including supervisors.

v     There are two co-chairmen – one from each side who serve concurrently or on a rotating basis.  A secretary is also appointed.

v     A third party facilitator acceptable to labor and management may assist the committee particularly in the early stages of its operation.

v     Sub-committees may be formed to consider specific concerns at the shop-floor level.

 

WHAT FACTORS ARE NECESSARY FOR THE SUCCESS OF LABOR-MANAGEMENT COOPERATION?

 

 

v     Attitudes

 

-   sincerity                               -   mutual support

-   mutual trust              -   openness

-   commitment             -   teamwork

-   mutual respect                      -   objectivity

 

v     Appropriate skills

 

-   leadership                            -   facilitation

-   communication                     -   team building

-   problem-solving                   -   planning

 

v     Suitable structure

 

v     addresses identified needs and concerns

v     can be formal, informal or both

v     assures adequate representation of labor and management

v     ensures attainment of decisions through consensus

v     provides feedback mechanism at all levels of the organization

v      

 

THE ROLE OF THIRD PARTIES

 

 

 

            Parties to a labor-management cooperative effort may require the services of a third party facilitator.  At their invitation, a facilitator can assist in a variety of ways particularly in the initial stages, to wit:

 

 

v     Help enhance mutual trust between labor and management

v     Assist the parties in identifying common interests, problems and opportunities

v     Facilitate the first few and often difficult meetings of a new labor-management committee

v     Guide the committee in problem-solving techniques

v     Provide technical assistance to the committee

v     Assist the parties obtain technical assistance from other agencies and institutions.

_{NCMB SERVICES ON LABOR-MANAGEMENT COOPERATION}

 

v     Promotional activities

 

v     Development, production and dissemination of IEC materials (NCMB Briefing Paper, Primer on Plant-Level LMC Program, posters/stickers, jingles, sound slides/video)

v     Conduct of

v     Symposia, seminar-workshop, conference

v     Discussion groups/networking

 

v     Technical Assistance

 

v     Conduct of orientation seminar on LMC

v     Conduct of “LMC FACILITATORS’ TRAINING”

v     Interpersonal Relationship/Group Dynamic Skills

v     Communication Skills

v     Organizing/Facilitating Skills

v     Needs Identification and Analysis

v     Problem-solving Skills

v     Value Formation

 

v     Setting up of labor-management cooperation mechanisms

 

v     Publication and Research

 

v     “LMC At Work”

v     Action Researches/studies

 

 

OFFICIALS OF THE

NATIONAL CONCILIATION & MEDIATION BOARD

Ground Floor, DOLE BLDG.

Intramuros, Manila

 Tel. Nos. 527-3421; 527-3588

                527-3424; 527-3467

 

 

ROLANDO RICO C. OLALIA

Executive Director IV

 

REYNALDO R. UBALDO

Deputy Executive Director IV

 

GILBERT D. PIMENTEL

Deputy Executive Director IV

 

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DIR. LEOPOLDO DE JESUS

National Capital Region

2^nd Floor, DOLE Bldg.

Intramuros, Manila

Tel. Nos. 527-3468; 527-8009/10

         527-4468 527-7216

         527-8271; 527-3453

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

NATIONAL CONCILIATION & MEDIATION BOARD

Department of Labor and Employment

Intramuros, Manila