NCJ Number
73529
Date Published
1979
Length
71 pages
Annotation
This report evaluates the grievance-arbitration system in the Postal Service and offers recommendations to strengthen the Postal Service's management control of grievance activities.
Abstract
The grievance-arbitration system, established through collective bargaining, provices a mechanism for the peaceful resolution of disagreements between management and employees or unions over wages, hours, and employment conditions. The system has become congested with grievances; as a result costs have been higher than necessary. Progress toward more effective management control of grievances has been hampered by inadequate documentation of grievances, insufficient labor relations staffing and a lack of staff independence, and inadequate grievance processing and labor relations training. Further problems include inadequate communication to local levels of information regarding labor relations and contracts, a lack of grievance monitoring at local facilities, and a lack of local accountability for labor relations problems. Both postal and union officials have been working toward the common goal of a more effective labor-management relationship, but the political nature of some unions and the initiation of unwarranted grievances have hampered mutual understanding. It is recommended that the Postmaster General provide guidelines and a form for data collection, staff facilities with personnel qualified to resolve grievances, AND labor relations and grievance processing training to all relevant personnel, and require that grievance considerations provide the rationale for the decision. In addition, grievance process evaluations should be conducted, grievance control logs SHOULD be maintained at each facility, and management performance appraisals should assess the handling of grievances. Agency and union comments and lists of cases and labor relations training courses are included in appendixes. (Author abstract modified)