Relation of Labour Management

Contents: Preface. 1. Labour arbitration. 2. Codetermination and industrial democracy. 3. Compensation, special plans. 4. Wage and salary policy and administration. 5. Data processing and practices. 6. Computer systems functions. 7. Relations of labour management. 8. Employee, benefit plans compensation. 9. Labour unions. 10. Labour legislation. 11. Personnel administration. 12. The productivity. 13. Wages and hours legislation. 14. Management of minorities and equal opportunity. 15. Management, administrative. 16. Management of control systems. 17. Management, credit. 18. Telecommunications service. 19. Management, records. 20. Management, security. 21. Procedures and systems. 22. Word processing system. 23. Paper work simplification. 24. Office design and space planning. Index.

"Labour relations decisions should be based on research and planning, just as is done with a new product concept before designing, manufacturing and marketing it. Labour unions are staffed with members who have a high level of expertise and technical competence. Labour unions spend the necessary funds to research today\'s problem as well as to plan for the future. The fundamental relationship between the labour and the company is one of push and pull, most often in opposite directions even though the company\'s continued success is essential for both parties. Successful labour relations are not so much a matter of who is right as they are what is right. Management must consider the specific problem and alternative solutions. Such contact can load to the development of mutual understanding and trust are essential factors in a continuing good relationship." (jacket)