. if:232:2;g_:,__;:.,:_:_:33:; . mm - uuummu\uuummwmsmumuumumm " 3 1293 , LIBRARY _ Michigan State University. ' . A.‘ . — r' v PLACE ll RETURN TO AVOID Fm BOXlommfil-Mou Munonorbdmmm. DATE DUE DATE nus "WWW An 11m unmet: mro 11.30:»: mm-rIom IN FOOD CE RIL- By Robert J. Dormacbr A THESIS Submitted to the School of Graduate {stufles of Michigan State College of Agriculture and Applied Science in partial Mfillment of the requirements for the degree of 1:31. .5 TIER OF ARE C‘ Department of General Business Curriculum in Food Distribution July 1951 ACKIE 03139613133 The author'wishes to eXPress his appreciation to Er. J. B. Parker of the Kroger Company, and to Er. Chester Rudd of the Retail Clorks' International Association fer their'helpful sugrestions and guidance. Acknowledgments are also due to numerous other men'within the food industry for their various contributions. East deeply the author is indebted to Dr. Kenneth Wilson, Director of the Curriculum in Food Distribution for his many suggestions and careful reading of the mmmscfipt. Robert J. Domady TABLE OF COIJTEH’R‘) CHAPTER I. BMODIETIW O O O O 0- C O O O O o I II. UNION ORGANIZ BIG Stmcturo III. COLIECTIVE BARGAINIIEG IV. COLIPOI’EI'ETS 0F TIIE UNION COIETRACT gemraloofiooooooooo JmmmtionQQOOOOOOI Securi‘byog.....u... .I‘ID UNION STRUC Tm 0.00.0000... Union Functions and Responsibilities Wages Hours 000.000.000.00 00600000000000 Vacations and Holidays . . . . . . . . . . Leaves of Absence, Dismissal Seniority Grievances . . . . 9 Terms of Contract . . Management 0 o o. o o Restrictive Clauses . Competitive Protection O and Dismissal O Clauses........ V. DEVELOPING BETTER E‘fPLCTZ'EEn-I-IMJAGLEIETST RT; LATIONB AT STORE IEV'EL BIBLIOGRRPIH O O o o O 0 O O O I o o O O O o I I O O O O O O 0 o O O o o O O O O I 0 THE OOOIOOOOOOQQOOOIOOOO OQQOQOQQAQOQOOOOOOQQQO 00000000050000.0000...- 'AGE 13 22 23 E’- 25 29 32 35 38 be 111 h2 h3 145 55 61 CHAPTER I IEHRCDUCTIGN The stimulus for this study arose from a dearth of published informa- tion on the recently developed participation of unionism.in the {cod chain industry. The purpose of the shaky is to Obtain insight into the organiza- tion and operation of unions and the interaction they engender on the part of food chain management. In relating the study to this theme, the inten- tion has been to qualify the material presented as being representative of union activities in localities where there is a relatively high degree of industrialization and centralized population. Further, the study places emphasis on the activities of those chains that are considered either national or regional in the character of their Operation. Although there are many individual differences between food chains and the way they deal With unions, it is not within the scope of this paper to examine any irregularities or abnormalities of such relation- ships unless they incidentally implement the description of an otherwise satisfactory interaction. The reason for such an attitude is based upon recognition of the generally good relationship existing within the entire industry almost from the time of the inception of unionism. Comparatively, union activities within the food chain industry have been notable for an avoidance of force and a reluctance to resort to strikes. then it is observed that "wildcat" strikes and other overt manifestations of employee dissatisfactions are'weekly occurences within a single firm of many durable good industries, it can conclusively be stated that the food chain industry compares very favorably in this respect. 'With this frame of reference, the study of a normal, workable and progressive relationship can be constructed. The thesis gives attention to the setting and organizing procedure of unions Operating in the food chain industry. A case study depicting the evaluation of an organizer and his method of operation is presented. To implement the significance of union organization, a specific explora- tion is made into the structure of the Retail Clerks’ International Association, a union which claims the greatest food chain grocery clerk membership. The ability to bargain collectively is the and objective of'labor organization. This bargaining activity is unrolled at the tables of negotiators representing both union and management. Thus, collective bargaining is on.the one hand a concept to act in.unison'dhile negotiap ting is the process of arriving at binding decisions upon both parties of the action. The negotiation procedure is surveyed from the viewpoint of a labor relations department of a national food chain which, in its detail, portrays not only the employer's roll but also that of the union. Once a contract has been negotiated in a bargaining session, it becomes a tool that designs the day to day interaction between union employees and their management. With this in mind, a study of fourteen representative clauses appearing in four different union contracts are analyzed for implications and compared for diversity. The contracts are drawn from companies operating in the Great Lakes region and represent substantially similar geographic and cultural environs. Lastly, a report is made on a representative cross section of selected overt attempts made by food chains to foster smoother relation- ships and prevent problems from arising before they become involved in grievance procedure. Divided into three sections they include: efforts to get a new employee oriented 1 quickly and to his satisfaction; guides to improvement of store management leadership and responsibility; and an evaluation of store management's proficiency in the areas of leadership and responsibility. The primary sources of information for this study have been secured predominantly from correSpondence and interviews with both union and employer groups in the field under investigation. Much secondary informa- tion was obtained, however, from the national Association of Food Chains and various company publications as well as textbooks bearing on unioni- zation. It is felt that the primary sources served to provide insight into the dynamics of food chain uniondmanagenent relations while the secondary information weighted heavily the orientation of the entire investigation. CIDlF’l’ER II UNION OFfiANIZIIEG MED UIIIUN swarms The labor Management Relations Act of 191;? guarantees the right of workers to organize with their employees or to refrain from such activi- ties. Union organizers employ a good many techniques to organize a union. Different situations call for alternative courses. Often employees are overtly seeking representation and contact the union organ- izers on their own initiative; or frequently, the organizer must go into the area and do a. real selling job starting from scratch. Usually the amount of effort put behind an attempt to organise will depend on whether the union feels the workers are ”rips" or if the situation is "hot" enough to move into. If the union organizer has no real contact with em employees, he has at least three ways that he can get in touch with them. First, he may go into the store and contact the people on the Job, distributing union literature to them and trying to make appointments after working hours. This action, especially if it constitutes an interruption of the employee's work, may result in the organizer's being asked to leave the premises by the store managemnt. Secondly, the organizer can wait until an employee or group of employees take a ”coffee break" or go to lunch before he approaches them. This method has advantages in as much as the organizer has more time to give them infomation and feel them out as a a prospect. The third method, calling at the employee's home after work- ing hours, has obvious advantages insofar as the organizer can get a group of employees together at one time. If the organizer can do a real 5 selling job at these home meetings, an excellent Opportunity is afforded to build a solid nucleus of workers that can spread information to their frierris in other stores. Ifuch time and missionary work must be done by the employees themselves, usually a small active grow), in obtaining cOOperation from others. The organiser continues to distribute infome- tion, styled to motivate recalcitrant employees, similar to the leaflet described below. lhlVE YOU BEEN CIXU'LEIIT LYITH Y-UR PAY El-IVLLOPE‘ DUN? JCIX TI”; HON CF YCUR CW1: 7T! A Union Protects Your Job -- l. A union is responsible for higher wanes, shorter hours, improved working conditions. 2. A union assures you a full and. speedy hearing of your grievances, adjustment of disputes and fair treatment at all times. 3. A union protects your rights on the Job, and with your help, can improve your corfiitions even more. The government reconnises your right to belong to a union. You have nothing to lose ard everything to gain by taking advantage of existing lav s to improve your conditions. Join with thousa: 113 of other retail clerks to establish those things you lmow you should have. a Sign name and address to attached card and drOp in mail box. e:- This card is not an application for membership. * This card is kept strictly confidential. ‘14- A special meeting will be called in the very near future for all the retail clerks in your store. t This is your chance to organize with millions of other Ameri- can Federation of Labor members to improve your working conditions. Watch for the meeting: that will be. called for your store! The card attached to the leaflet consisted of the following infome- tion: AUTEDRIZATIOU FUR EVEREEEXTATION I, the Undersigned, Employed by _ ’— Iliane ofTirmT — as a Retail Clerk, believing that the working coniitions of all retail employees my best be improved through organization, hereby authorize Retail Clerks Intemational Association, affiliated with the American Federation of Labor, to represent me and, in my behalf, to hold elec- tions, negotiate all agreements as to hours of labor, wages and other employment conditions. It is further understood, that my name on this authorization card shall, at all times be held strictly confidential. De partnent Date Signature Address Phone W 1 Li‘ost international unions require at least 51 percent of the employees to fill out this mthorization for representation card before they will dispatch a charter to the Local being organized. when the charter is received from the International office, initiations arxi elections are held with a district officer present. The district officer gives a Loyalty oath arr] usually delivers an address on a subject relevant to labor organization. ‘u‘hile the entire progression and techniques of union organization will vary between industries, they will vary also in relation to locali- ties, chains and other pertinent variables. In the interests of clarifi— cation, s particular case study of a union organizer is presented here, as told to the author by the organizer. Chester Rudd was a truck driver for the Kroger Company in the Detroit Branch. He was also a steward in the local teamsters union affiliated ‘1 Union Organizing Pamphlet and Card. Retail Clerks International Association, American Federation of Labor. 7 'with the American Federation of Labor. During his frequent deliveries of merchandise to the stores, he was; approached by a umber of employees who asked his help in organizing and securing union representation. Hr. Rudd went to the scoretaxy-treasurer of his teamsters local an: presented the problem to him. The secretary-treasurer contacted the Retail Clerks Internation Association in Lafayette, Indiana and asked them.for funds to organize these retail clerks of the Kroger Company. Four organizers, including hr. Rudd whO'was selected because of his friendship‘with the store clerks, went to work contacting store workers, distributing litera- tum and organizing matings. As the Kroger Company already had employee representation affiliated with the American Federation of Labor in their truck driver's teansters union contract, cmparw opposition was not strong, ostensibly because they wanted to center all their employee repre— sentation with The American Federation of Labor in the interests of con- aolidated bargaining. The employee application for representation response was in emess of 90 percent. The Retail Clerks International Association became the formal representation by issuance of a charter ard election of officers. Structure In as much as the Retail Clerks International Association has a claimed membership of 200,000 and constitutes the greatest number of organized food store em3loyees in the country, it is appropriate to study their national are local structures not only to clarity further thdr part in organizing activities but also to point up a representative union body. It is best to begin the analysis of the union structure at the top level. The Retail Clerks International Protective Association was chartered in Detroit, Michigan in 1890. In l9h7, at a convention in San Francisco, the name of Retail Clerks International Association was adopted and the constitution new in force was born. The International constitution provides for a pres_dent, seven.executive vice-presidents and a secretarymtreasurer. These nine individuals form a general execup tive board, which rules on the laws and policies, and are reaponsible for the active administration of the union's affairs. Three of the afore- mentioned iniividuals, the president, the first executive vice-president and the secretary-treasurer, form a board of three trustees which repre- sent the International at all American Federation of Labor conventions. The general executive board ffices are filled through elections by delegates assembled at their rermlar conventions. hhatever the reasons, ‘ O _, union practices follOW'mcre closely that of business corporations than political governments in that the sane persons tend to be re-elected.year after’year. It has been the experience with other American Federation of Labor affiliated unions, at least with respect to the presidency, that once having been elected to office, the ears incmnbent usually retains office until retirement or death. The Retail Clerks International Associa- tion specifies that the salary of the president shall be $12,500 per'yeer plus expenses while the secretary—treasurer shall be paid $15,000 a year plus expenses. The general executive board has the authority and responsibility to issue and withdraw local charters and to repeal any local's hyblaws'which do not conform to the international constitution; to remove any officer for incompetency or non-performance of duties and to fill the vacancy until the next convention; to take charge of the affairs of any local when it is decided this is necessary "to protect or advance the interests of the union"; to pass upon all claims, grievances and appeals from locals and other subordinate bodies; to reverse or up}. e1 any action of any international officer; to supervise financial auditing; publishing of the international orga' and levying; of assessments in accordance with the terms of the conetitution.2 Although the president is titular head of the international, the actual Operation of union business falls into the hands of the secretary- treasurer. Iis most important functions one supervising; ' 1e finamial and record keeping divisions of the internatiozwl. Specii'i ally, he keeps convention records, collects money, makes investments (subject to approval of the trustees), submits accomiting records for examination and audit and provides motorials arrl charters to the locals. The Retail Clerks International Association also has a research director, appointed in reel-Jones to a gran-fins; need for factual data in their bargaining with employees, dealings with legislatures and other government agencies. This director collects and analyzes needed economic data. He frequently takes an active part in presenting the union's case before employers, arbitrators, government boards and legislative commit- tees. He also promotes and supervises educational activities for union nembers and, especially, business agents. 5 Eonstitution, The Retail Clerks International Association. American Federation of Labor. 1914?. page 32. 10 To the union member, his local is the point of contact with the other organized. workers in the grocer;r business. It s the agency to which he expresses his demands for better working coalitions, seeks settlements of his grievances and tlu‘ozrgh thatch he participates in the broader political and econosdc grog-ems of his union. There is an intrrnediery organiza- tion betxreen the international on} the local, which is called the district council which cxterxis guidance and assistance to the local. The district council is very- active in organizing and some of the missionary work is done by people working out of the district commcil's office, Within a given area the district cozmcil's primary job is to bind the locals together in unifiring plms for collective bargaining.3 The constitution of the international specifies the various officers vd'xich the local is required to maintci although the choice of individuah to these offices is detemined by the local mambo s. From among the union's mar ership a seer-stonr-treasurer, a president on! a vice president, a rcconiing secretary on} four trustees are elected. In addition to these officers, the local enrleys a full-time business agent with no definite term in office, thus providing continuity of the local's activities. Union administration at the local level is seyorated from the workers who participate in union activities. The primary function of local ad- ufinistrativc officers is orgmizirg and mgotiation. The secretary‘- treasurer 3:11 the business agent are considemi administrative officials and hold full-tine positions. Of the other officials of the mien '5 m to, E. tight, and Kerr, Charles, UnionsL Management and the Public. (New York. Harcourt, Brace and Comparv, I919). page 173. ll (president, vice-president, recording secretary ani trustees) only the president receives remuneration. This is usually nominal, seldom in excess of $50.00 per month. All of the officials in the last group are part-time and work regularly at their jobs in the grocery industry. As might be suspected from the local structure, the president, vice- president, recording secretary and trustees function almost exclusively at local meetings. 'lhese peOple relay to the administrative officials of the local their needs and problems. may do, however, rule on the amount of union dues and what the salaries of the secretary-treasurer and business agents will be. An example might be drawn from a case in 19% of a Retail Clerks International Association local in Grand Rapids. The union dues were two dollars a month, one dollar and fourteen cents or which went to the international. The local treasury was almost defunct Operating on the eighty-nail: cents remaining, so the non-administrative officials authorised an increase to three dollars for union dues. This illustration points up the fact that non-administrative local officials are somewhat autonomous in effecting changes directly relating to their well-being at the local level. The secretary-treasurer is usually elected from among the business agents available and qualified for such a job. The increasing canplexity of labor laws and overall union administration require an individual with a broad labor background. Maintaining membership roles, recording the dues of many members and the collecting and dispersing of thousands of dollars every year requires a special knowledge. host business agents have served as non-administrative officials and have been experienced workers in the industry, thereby knowing the 12 language of the trade. As employees of the locals, they have no vote but. may give advice and suggestions to the membership ani elected officials. is a practical matter, the business agent usually exercises a great deal of leadership over the local and its affairs. The functions of the busi- ness agent cover the entire field of the local's activities. Business agents are assigned territories with schedules of ceilings. They met submit a weekly report to the secretary-treasurer of the local of their activities for that period. 'lhey are expected to make progress in organi- zation work. Business agents charge the retail stores with the responsi- bility of appointing a steward from among the store personnel. If the store employees do not appoint a store steward, the business agent has the power to appoint one. A major part of the business agent's Job is to solvegrievance problems and to fill out grievance reports to be submitted to the employer. He fills these out at the time the grievance is stated and has the anployee sign the report. In this way he protects himself in the event the employee changes his mini. The complete structure of the local is well defined. Khan capable men are in the loey positions, the union is well equipped to effect col- lective bargaining on issues that are most important to the rank and file mmbere CHAPTER III COLLEC'Z‘IVE 8413-?GAINIIJ’G Collective bargaining is a process of discussion and negotiation between two parties, one or both of whom is a group of persons acting in concert. ‘Ihe resulting bargain is an understanding as to the terms or conditions under which a continuing service is to be performed.1 For the purposes of this study, a food chain labor relations man from a particular compamzuthin the chain grocery industry was inten- viewed, not as a representative of the entire thinking of the grocery industry on collective bargaining, but rather as an effort to present a cohesive picture within the field of collective bargaining. It is possible to categorize collective bargaining practices as either "good" or "bad" practices. Of course, much depends on where the bargainer is sitting arr! what he hopes to achieve. Some employers specifically indulge in collective bargaining practices that are designed to weaken the union, but from another compamr's viewpoint this would be a bad rsractice. 0n the other hand, mam employers ”bend over backwards" to satisfy every desire and whim of unions with the idea in mind that it strengthens the unions and builds a better relationship. It may strengthen the union but there is serious doubt as to whether it builds a better I Bakke, E. tight, and Kerr, Charles, Unions, l’anagement and the Public. (haw York. Harcourt, Brace and Company. 1910). page 315?. 2 The Kroger Company. Cincinnati, Ohio. 1h relationship or’not. It seems to be a good practice to make a union bargain.fbr everything it gets. Once the bargain is completed, it'defi- nitoly'should be made certain that the union gets everything that is entitled to it under the bargain or contract and that the company also secures everything that the union and its members are supposed to give under the same contract. The actual negotiation is usually carried on within.larger chains by a labor relations department. This department is a staff organization and reports directly to management. The representative of the labor relations department is the spokesman for the company and in.such negotia- tions his responsibility is to look after its interests. When a company has branches at many distant points, the responsibility is shared Jointly ‘with.the head of the operation for which the contract is negotiated. In addition to actual contract negotiations, all arbitrations, all matters before the Rational Labor Relations Board and any other problem.arising from labor-management relations with unions fall within the scope of this department. The long range aim of the labor relations department is to secure a smooth working relationship'with the unions. Ostensibly, this can be done by achieving contracts that are readily understood and are free of ambiguities by consistent application of the terms of these contracts. For example, there is nothing quite as disturbing as having one inter- pretation of a contract today and a different interpretation a.month from today, covering the same set of circumstances. For companies that have a number of contracts in force, it is essen- tial that a labor relations department weigh carefully any changes that 15 could establish precedents. The unions are doing more and more tmvard enlightening all their locals of differences existing between contracts in all parts of the country. Faced 1with this, the labor relations depart- ment must approach with caution changes that might have far flung implica- tions. All union contracts do, to a certain extent, restrict the operation of the business. It is wise, however, to plan to avoid restrictions which, and of themselves, are not ecommical issues. For example, it is restrictive if a union contract should contain the opening and closing hours of the stores. A flirther restriction muld be against the use of a certain type or piece of equipment or of the amount of work a man can do. These are things that can very asily hamper an operation and do not bring any particular benefit to the employees. The building trades have many such restrictions. They are not very prevalent, however, in the other fields of production, sales and service. Usually, the negotiations get under say by the union submitting a list of its demands or proposals. Some negotiators prefer that the union submit proposals prior to the first meeting. Others prefer that the pro- posal be submitted at the first meeting. The chief reason new company mgotiators prefer the latter method is that it relieves the employer of any obligation to make counterbproposals at the first meeting. He can utilize the time to ask questions about the union's preposals, point out the flaws and inconsistencies in their demands and do a little probing Operation to see which proposals the union is most interested in. Generally, it is possible to find out in this first meeting which of the union pro- posals will turn out to be the real issues. Of course, this can be done 16 if the union has submitted their preposal prior to the first meeting but, if the union.has put its proposals in the conpanies' he -s sovera1.days before a first meeting, they can justifiably feel that the company is familiar enough with it to make a counter-proposal at that time. The next step is to make a counterbproposal. Counter-proposals can run all the way from minor disagreement with the union.donn the line to complete disagreement with the union on every one of its proposals. It is not uncommon.for the employer to also propose a series of changes in.the present contract. The procedure is not definitely set and the approach to counter-proposals is dependent upon any number of conditions peculiar to the individual case. Some negotiators decide as to which proposals they can, in the final analysis, meet in whole or in Tart and dole these out over a series of meetings. This method comes about through the feeling that a union com- mittee will not believe that the first prOposal is the last one, and if an employer were to "shoot the works" on the first proposal, he might still be tal‘ .g for the next several months. 'fihile one chain will brief their arguments, others will not, but do program for written counter-Imposals. Not infrequently, the chain will prepare their counteruproposals in the form of a complete contract ready for signature. Other times, the-written counter-proposals just pertain to the issue, or issues, under'discussion and, if agreed upon, can be incorporated in the contract. USuslly, there is a difference between the union's preposal on an issue and the counteraproposal. Compromise language can be worked out at the negotiating session. 17 Host contrary negotiators do not make an overt effort to anticipate _ the issues. Many do know, however, that issues tel-co certain patterns through the years. For example, the mions often will make a drive for a certain change in the vacation program or holiday pay. Then this comes about, it is possible to anticipate that each local of that international will make a SOITE'Jihat similar proposal in that rosvgect. However, each local has "pets" of its own which they believe satisfy some local desire. Sometimes, this will be brought out as an issue-year after year and has to be argued down, compromised or accerted. Some locals believe in proposing just two or three changes and driving to secure sore action on those few. Host local unions seen to follow the theory of "nothing ventured, nothing gained", and toss into the hopper 15 to 20, or even 30 changes in the contract. They know when they do this that they cannot get agreement from the employer on most of them and do not seem to be at all unhappy when they only secure two or three changes. On the other side of the balance sheet the union feels, at least in the words of one local union negotiator, that its negotiating procedure is scum. Coming into a negotiating session with a number of proposals and a relativelv close estimate of the cost of each to the employer, the union can get sore concertion of how much money the company has available to sr-errl for the next year in that particular local. Using? this as a starting point, they can proceed to bargain for the issues on which they really want agreement. In addition, the advantages of a master of proposals submitted may be evidenced when one is unexyectedly accosted without hesitation by the company. For example, a union negotiator wanted to obtain acceptance of a were scale based on the Consumer Price Index. He injected another 18 proposal for six sick-days which he felt he could readily drop if the wage clause we 3 adopted. He was please: tly surgrised then both were accepted 1without CL zmterhpreposals. Collec Liv; _, bargaining co;.:-3iste of union proposals, compazgr counter- proposals and co: :ces sions on the part of both parties to effect a compromise. The lmlgaege and "nplicetions of any issue should be approached with caution by both the union and the con: my in He light of precedeLme. The overall aim of both is a smoothly functioning relationship. In View of the statement above on procedure, it is interesting to examine one of the latest issues from the table of a food chain negotiating session. In Jame: r; of 1951, the Detroit Branch of the iiroger Company agreed to the fella-dag; urge}: clause with local No. 876 of the Yietail Clerks Interra=;;.iozml Association and Local} :0. 539 of the mealgwated iieat Cutters and Butcher {when of Imerica. .F‘ILSL‘LL L J11: TUf‘Tl' 1,1952,A"=.-*T'3 1‘0? 1'2: H.331: TI 1} IIiT'L. 01 Tim AGE-51.113? TILL H'CURLY “AGE H:.‘1‘i‘ 5 SHALL BE; 1‘1 ‘11‘ iiI‘ED ON THE FOLLOL-Im 51.313: 1. Changes in the hourly rates shall be based on changes in "The Consmners Price Index For Lioderate Income Families in Large Cities -- 1111 Items," published by the Bureau of Labor s‘gtatistics, Department of Labor (1935-1939 a 100) and hereafter referred to as the Ineexo 2. On January 1, 1952, and each April let, July let, October lat, thereafter, the Index will be revie red to determine the amount of the cost of living adjustment, up..exd or Clo-mam, of the hourly rates. The followingb Indexes shall be used in the above quarterly reviews: a. A January lst review shall use the Index for the previous iiovember 15th. b.- An April lst revieL: shall use the Index for the previous February 15th. c. A July let review shall use the Index for the previous 11.3.7 15th. 19 d. An October lst review shall use the index for the previous August 15th. 3. Any cost of living adjustment r0511] ting from quarterly review shall be put into effect with the first my period beginning after such quarterly review. In the event the Bureau of Labor Statistics does not issue the required Im‘zex before the date of a review, any adjustment resulting? from the review of such Index shall be put into effect with the i‘iret pa; period beginning after the receipt of the Iniexo h. The hourly rates effective January 1, 1951, shall be the base rates. The amount of ear; cost of living adjustment, either upward or damn-lard, which my result from any review shall be de- temiled by the following table: Index 175.6 - 177.0 Hourly Rates Are Base mites " 177.1 - 178.5 " Flue 1¢ " 178.6 — 150.0 n llus 2¢ " 180.1 - 181.5 " Plus 3¢ " 1C1“? ~ 132.9 " F1125 [”5 " 183.0 - 1311.13 " Plus 5¢ " 7331.,- - 135.9 " Ilus 69¢ " 18600 " 1870b " P1118 7¢ " 1:7.5 - 163.9 " Plus 6¢ " 189.0 - 190.3 " Plus 9¢ " 190.11. - 191.8 ” l‘lus 11¢ " 191.9 - 193.3 " Plus 11¢ " 193.h - 19h.8 " Plus 12¢ " 1911.9 - 196.3 " Flue 13¢ " 196.h - 197.7 " Plus lh¢ n 19708 " 19902 " P1115 15¢ " 199.3 - 200.7 1 Plus 16¢ " 200.8 - 202.2 " Plus 17¢ " 202.3 - 203.7 " Plus 18¢ " 203.8 - 205.1 " Plus 19¢ :1 195.2 - $6.6 ” 11118 21156 " 206.7 - 208.1 " Plus 21¢ " 208.2 - 209.6 " Ilus 22¢ " 209.7 - 211.1 " I-lus 23¢ " 211.1 - 212.5 " Plus 2.1 a 212.6 - 211.0 9 Plus 25¢ " 21h.1 - 215.5 " Plus 26¢ n 215.6 - 217.0 « Plus 27¢ " 217.1 - 218.5 " Plus 23¢ " 218.6 - 219.9 " Plus 29¢ " 220.0 - 221.1 *1 Plus 30¢ " 221.5 - 222.9 " Plus 31¢ " 323.0 - 2211.11 " Flue 32¢ n 221.5 - 225.9 a Plus 33¢ v 226.0 ~ 227.3 " Plus 31¢ a n 227.11 or higher Plus 35¢ 20 5. The hourly rates effective January 1, 1951, shall consti- tute a floor. This floor will be raised by increases in hourly rates caused by any upward cost of living adjustment, provided, havever, that the floor cannot be raised more than five cents (59) in any one calendar year. Each calendar year will be regarded separately, and the floor can only be raised in any one calerdar year by ugwani adjustments in that year. If the Index goes down to a point where the table in paragraph 11 indicates hourh' rates below the floor, the rates will be and remain at the floor until such time as a rise in the Index raises the rates above the floor. 6. During the term of this agreement, upstard cost of living adjustmnts cannot increase the hourly rates more than minty-fin cents (35¢) above the rates effective Jamary 1, 1951. 7. No adjustment of the hourly rates, retroactive or other- wise, shall be made because of any revision in the published Index for any month. The Index in its present fem and substance, namely that reflected by the Index published for liovember 15, 1950, shall be used for the purpose and during the term of this agreement. However, if the Bureau of Labor Statistics discontinues the publication of the Index in its present fom and substance, as contemplated, any new Index will be mduced to compensate for the changes in the tom and substance of the Index before such new Index can be used for the purpose of this agreement. The amount of such redlctiocn will be the average difference between the Win its present form and substance and the new Index for such length of time as both may be published concurrently. While it is beyond the scape of this paper to evaluate the price index-wage structure clause, a cursory evaluation would seem to irdicate that under present economic conditions it is the most encpedient approach to an ever changing balance between the cost of living and static wage structures. If the food industry behaves as durable good industries, it is conceivable that this precedent will be heralded in union circles and be an active part of their proposals in future negotiations. rages, however important, are but one phase of the interaction between food chains and their unions. hairy other outstanding considera- tions of labor-management relations must be dealt with in the typical 21 food chain union contract. It is to a consideration of the components of representative food ci-ains' union contracts that attention is next directed. CIMI—‘TER I? COUI‘ONE} HTS OF THE; UNION CCHERACT It is the purpose of this chapter to analyze a number of food chain contracts with attention being given to comparisons and examples of representative clauses. 'Ihe clauses that were selected most representa- tive by the Emcutive Comittee of the National Association of Food Chains were in the following areas: 1. 2. 3. h. S. 6. 7. 8. 9. 10. 11. 12. 13. 11:. General, including preamble Union jurisdiction Union security Union functions and re spensibilities Wages Hours Vacations and holidays leaves of absence; dismissal arfl dismissal W Seniority Grievances Term of contract Management Restrictive clauses 1 Competitive protective clause The Kroger Company and the Great Atlantic and Pacific Tea Company, along with two smaller chains, the National Tea Company- and the Jewel l I‘lational Association of Food Chains, Source Book 93 Union Contract 018113630 é’g'ashinfrton, 13.0., November, 19,46- page 1: L__._____‘ _ _ __ 23 Food Stores of Chicago, are the specific coapanies to be examined. The contracts reviewed are all in effect in the Great Lakes region. The Kroger Company (Detroit Branch) and the Great Atlantic and Pacific Tea Company (Grand Rapids Branch) are felt to be representative of national chains, both of which have arreenonts with the Retail Clerks Interna- tional Association, American Federation of Labor. Of the two smaller chains, both located in the city of Chicago and suburbs, the National Tea Company has an anreenent'with the Retail Clerks International Associa- tion, while the Jewel Food Stores‘ employees have established a‘voluntary association called the Jewel Food Stores' Employees Uhion. This study will examine these four chains and their'union agreements in the areas of operation.mentioned above. General The general clause that introduces the agreement consists of a statement that the two named parties have arranged fer an agreement. In addition to this statement, many companies feel that further elaboration as to the intent and purpose of the agreement is desirable. Ostensibly, this would include representations by each to promote cooperation and mutual interests.2 The Great Atlantic and Pacific Tea Company agreement states that : Both parties are desirous of preventing strikes and lookouts and maintaining a uniform wage scale, working conditions and hours of employees of the employer, and to facilitate peaceful adjust~ ment of all grievances which me, arise from time to time between the employer and his employees. ’"' 2’ Eational Association of Food Chains, 22:.323., pp. 2—3. 3 The Great Atlantic and lacific Tea Company (Grami Rapids Branch), and the Retail Clerks International Association, Local he. b76, American Federation of Labor Agreement, July, 19h9. page 6. Different food chains will emphasize either mnsgement's responsi- bilities or the unim's responsibilities in the interest of harmonious interaction. Ideally, such a clause will give recognition to both. Jurisdiction Clauses pertaining to union jurisdiction should include two impor- tant points; (1) Jurisdiction insofar as geographic coverage is concerned, and (2) jurisdiction in respect to classifications and fines of employees covered by the contract}: Jurisdiction of a geographic area is usually described by, in the case of national chains, a branch or was of the employer's organization. A coverage of the Detroit Branch of the Kroger Campam' would give the union jurisdiction over all stores in that branch. The jurisdiction of certain employees must be clear cut in the minds of both the union and management. Kithin one store, different unions may represent differently classified employees. such is the case where grocery department employees are represented by the Retail Clerks Inter- national Association and neat department employees are represented by the Amalgamated heat Cutters and dutcher ‘iiorlmaen of North America. Host companies incorporate, as part of their contract, listings of classifica- tions that are under the Jurisdiction of a particular union. Security The most common tyres of union security clauses bear on the union or closed shop ssues, maintenance of membership and check-off authoriza- tion. Seniority, while properly a part of union security measures, merits IT Rational Association of Fooi Chains, 22‘ 9113., paw h. individual attention and will be discussed later. A union shop gives the e131ploy'er the rig-1t to employ- Ideoever he pleases. Closed shoes require that employees must be employed throagh the union offices or at least cleared by them. Obviously, closed sheps are the least desirable to an employer in as much as the company loses the right to employ whom it pleases when it pleases. The Amalgamated Heat Cutters Union of the city of Cities-#0 has not requested a closed shop but 3 etc-s in its agree- ment that, ”when in need of help, the employer mt give preference to members in good standing of the local.....if requested the mien will furnish men who will work for the best interests of the employer. "5 While this situation does not state expressly that a closed shOp exists, it would appear there is a tendency in that direction. If a closed she}: is necessary, the following: clause is reasonable: All employees of must be mmbers in good standing of Heat Cutters Union Local-.- as per International coz;stitution and by-laws. All help mus hired through the union office or have a clearance from the union office before going to work. No one shall be hired unlgs they have a paid-up dues book, or a permit from the union office. Haintenance“ of men'sbership clauses guarantee the union that employees on the job will either belong to the local or face discharge. Of the four union contracts studied involving; employees of grocery and produce depart- ments in the Great Atlantic ani Pacific Tea Company (Grand Rapids Branch), the Kroger Company (Detroit Branch), the National Tea Company of Chicago and the Jewel Food Stores of Chicago, each specifies that an employee shall become a union member within thirty days of the emploiment date and 5 Azzmlgaiated Iieat Cutters, Local No. 51:6, Imerican Federation of Labor and The National Tea Company Agreement. Chicago, Illinois. 1951. page 1 6 National Association of Food Chains, g. cit. , page 7. 26 shall maintain that membership in good stamina: as a condition of employ- ment. lhe empathy may, durino: the thirty davs trial basis, discharge the employee 1without further recourse. The procedure of deducting union dues from the employees' payroll is commonly called the check-off. The other altermtive for dues collec- tion is by having the local business agent call at each store and collect from individual members. The check—off clause puts a bunien of additional bookbeping on the employer but reduces the calls of business agents to stores and does much to insure the employee's mod standing through prompt payment of dues.7 The southwestern quarter of the lower peninsula of Michigan is mxier the jurisdiction of Local h‘uznber 876 of the Retail Clerks International Association. The local uses a check md authorize- tion assignment which is reproduced below" Check-Off Authorisatibn and Assimnt I, the undersigned member of Local No. 876 of the Retail Clerks International Association, A.F. of L., hereby authorize my employer to deduct from my wages arxi to pay to any authorized Business Repmsentative of local- No. 876, the sum of 3...... as first month‘s fees; the sum of 8...... fran pay esc‘~ wxonth beginning with the accord month herefrom; and such fines and uniform assessments which may be owing such local union as a result of my membership therein. The authorization and assimnt shall be irrevocable for the tem of the applicable contract between the union and the comperrf. or for one year, whichever is the lesser, and shall automztically renew itself for successive yearly or applicable contract periods thereafter, whichever is the lesser, unless I give written notice to the 00::Zpany' and the union at least 66 days am not more than 75 days before my periodic renewal date of this authorization and assignmnt of my desire to revoke the 85336. 7 I‘Eational Association of Food Chains, 93;. cit., page 8. 2? Witness Sigmd Date 195 _r —-8 0f the four contracts under study, it is interesting: to note that the Great Atlantic and Pacific Tea Conreny along with the Kroger Corrpany, both formally state that the canyarv will not enter into any other agmemem with any other union during the life of the existing agreement. In addition, the fictional Tea Congenj states in their contract that there will be no discrimination against any employee because of union affilia— tion or activity. It would appear that such a clause carries no real advantage since such rights are already granted employees by Federal Law under Section 7 of the Labor hfanagenent Relations Act of 1914?. Union Functions and Responsibilities Union functions and their attendent responsibilities deal with two major considerations. First, the endeavor to obtain a cmitmnt from the union that they will not strike and, secondly, an effort to modify the union's behavior on their periodic visits to store employees on the job? In regard to the no-strike clause it is interesting to compare the relative strength of the statements against such action emplcrred by the four companies under study. The Great Atlantic and Pacific Tea 10 ll Compeuv, along with the National Tea Company, states that there shall 8” Frs'ta'iI"Clorks International. Association, Local No. 876, American Federation of labor. Check-off Authorization aid Assigmmnt Slip. 9 National Association of Food Chains, 22. 93.2., page 10. 10 The Great Atlantic and Pacific Tea Company Agreement, op. cit., page 1d. 11 The National Tea Com-any and The Retail Clerks International Association, Local 658, American Federation of Labor Agreement. Chicago, Illinois. Ifovenber, 195‘». page S. 28 be no strikes or cessation of'work‘While a dispute or grievance is under arbitration. The Kroger Company}2 in their agreement, insert the clause that there shall be no strike or work disruption hr the entire term that the contract is in force. Similarily, Jewel Food Stores13 emphatically state that there shall be no diminution or suspension or work whatsoever during the term of their agreement. All chains assure the unions that there will be no lockout on the part of’the company. The National Tea Company and the Great Atlantic and Pacific Tea Company do not enieavor to achieve a.conmitment of’no striking in the event of unsuccessfn1.arbi- tration. The Kroger Company and the Jewel Food Stores agreement suggest rather conclusively that a strike would be a breach of contract regard- less or the outcome of arbitration. ’ It is felt'hy many chains that while the union.representatives and business agents should be allowed to contact store personnel'While on the Job, their presence in the store should not constitute an interference with.the orderly carrying on of'the store operations. Both the Kroger Company and the National Tea Compare!- make specific mention of this condi- tion in their contracts. The Kroger Company seems to include the intent of the clause rather succinctly: Lengthy'discussions between.employees and representatives of the union, including the shop steward, or among themselves con- cerning disputes, shall not take place during working hours. The manager of a store shall grant to any accredited union official access to the store for the purpose of satis himself that the terms of the agreement are beirg complied with. "‘12 The Kroger Company (Detroit Branch) and The Retail Clerks Inter- national Association, Local 876, American Federation of Labor Agreement. Detroit, Michigan. April 1950*. page S. 13 Jewel Food Stores ard Jewel Food Stores Employees' Union Agree- ment. Chicago, Illinois. February, 1950. page 6. 1h The Kroger Company (Detroit Branch) Agreement, 23., cit., page 2. 29 The accessibility of stores to union officials allows them to per- form other tasks necessary to their organization responsibilities. Two important duties of union officials are the delivering to store managers check—off authorization slips as well as informing the store manager of an employee's status in regard to maintenance of union dues. Wages E‘Jages are one of the most integral and important parts of a union contract. Liam employees Judge a union's quality of representation on the basis of their wage scale as compared to those of other fims. For this, and reasons to be mentioned later, there should be a complete meeting of minds as to what work is covered by each job classification. The contract should clearly state the status of an employee when be temporarily or permanently is put on a job calling for a different wage rate. Furthermore, within the food chain industry, there is a variation in the umber of hours in a work week between different chains. This is important insofar as it will define an employee's right to overtime pay. In the contracts under study, companies are ”gving recOgnition to the union's den-ads for protection in the event an employee is called into tor}: and not needed. To conclude this section on wages, an investigation will be made of both the single or individual and job rates of pay,15 or the four congenies studied, each incorporates as a part of its contract, or on a supplementary sheet, a classification of Jobs with wage rates based on length of service. It is interesting to tie in a Job classification definition with a problem that might arise in the wage 15 I-iati‘dnal Association of Food Chains, 22. 933., pp. 13—15. 30 status of an employee temporarily put on another job. For example, in the Kroger Company, checking operations define the duties of a checker as: Unload and arrange merchandise, racord merchandise on the register, compute md collect sales tax, total order, collect money, make change, sack merchandise, dis,>ose of basin-"arts, weigh and compute value of produce, stock and keep cheat-stand in order, operate coffee mill, sell merchandise on display at check stand, mark over— rings, refunds and bottig deposits. tips!!! 75 Percent or more time working at check stand. _ A problem may develop if a checker was being utilized almost entirely for light stocking work outside of the check-stand area for a short peri- od of time. Obviously, the employee would not be spending 75 percent of her time at her check—stand. In addition, she would be doing work gen- orally recorded as less desirable and with lower wages than those of her checking operation. Justifiably, under these circumstances, some employees 17 may ezqserience serious morale declines. The KrOger Company, along with 18 the Great Atlantic and Pacific Tea Gmpany, specifically state in their respective agreements that when enzplorees are assigned to a job with a lesser rate their will be entitled to their regular rate of pair. Not only does this clause contain the employee's concern over a decrease in wages, but, in effect, also gives the employer a flexibility of job assignment while maintaining a static objective wage. 16 The Kroger Com .eny (Detroit Branch). Job Classification Duties. page 1. 17 The Kroger Company (Detroit Branch) Agreement, op. cit., page 3. 18 'ihe Great Atlantic and Pacific Tea Company (Grand. Rapids Branch) Agreement, 92. (3113., page 11. 31 Hours are an important consideration of wages insofar as they affect the overtime and premium pay of employees. A representative clause would state: All work performed in excess of the basic work week shall be be compensated for at the rate of time and one-half, and all over- time worifgshall be performed only after authorization by the company. All the companies unier study, with the exception of Jewel Food Stores, indicate that the employee shall be paid for at least four hours employment if he has been requested to report for work and is not needed. Both the Great Atlantic and Pacific Tea Company (Grand Rapids Branch) an! the Kroger Company (Detroit Branch) indicate, however, that this will not apply to those part-time employees whose working hours are restricted normally by circumstances beyond the control of the company. This is directed toward those students, for example, who work after school. Jewel Food Stores permits, in its agreement, the working of split shifts, if the employee agrees to do so.20 In the general wage structure, how- ever, Jewel Food Stores maintain a level considerably above that of the other companies under investigation. Single (3' individual wage rates are those that one based on length-of-service, while job rates are those that call for a specific wage under a particular Job classification. All of the companies studied use a combination of both. They specify certain rates for each job classification with comnaurate increases based on longevity. The graduations in wage rates are, in all cases, 19 National Association of Food Chains, pp. git” page 15. 20 Jewel Food Stores Agreement, 22. 333.. page 3. 32 based on each six months of service. In order to free themselves from charges of discrimination or favoritism, it has been suggested that com- panies avoid the practice of paying individuals over and above their scheduled rate in spite of superior performance?1 While this practice has both advantages and disadvsi tages, its institution can be recognised as a measure to prevent a movement tmvard a general increase in wage structure. Hours The hours that constitute a full work week till vary greatly between chains. A typical clause will state that so mam hours will constitute a work week and time in excess will be paid at one and one-half the employees' rates?“ A comparison of hours, for both male and female employees on a weekly basis as well as a daily basis, is shown bola for each of the four chains investigated. Supplementary information bearing on the number of hours worked is also indicated. Jewel Food Storesx23 Male Employees 5-9 hour dws plus 144% hour day 19% hour week Female Employees 5-8 hour days no hour week In addition, the contract specifies that such work days shall include a reasonable and necessary clean-up period also. §I National Association of Food Chains, 22. 333.. page 15. 22 National Association of Food Chains, 2.193. 99}... page 17. 23 Jewel Food Stores Agreement, 22. 33.3., page 3. 33 2h The National Tea Comparw: hale Employees 54%- hour days h2§ hour week Female Employees 5-8 hour days ho hour week Female employees will be paid straight time for work in excess of 1:0 hours but less than 142%- hours per week. It is also agreed that no full-time employee should have his work week reduced in order to evade vacation provisiog The Kroger Company (Detroit Branch): Male Employees 5-9 hour days 115 hour week Female Employees 5-9 hour days 15 hour week 26 The Great Atlantic and Pacific Tea Company (Grand Rapids Branch): Hale Employees 5-9 hour days hS hour week Female mployees 5-9 hour days 16 hom‘ week While still remaining within lawful restrictions on legislation pertaining to working hours, chains find an advantage in working certain male employees over their normal work day when stores are open from 9300 um. to 9:00 PJE. If such ”cognition is given in agreements to this situation, the following clause is reasonable to balance out to a normal work week: Enplovees shall be muted an afternoon off each week. Aw employee required to work on his gunman off shall be paid time md one—halt for such hours. All four chains state that emplme es shall be granted a ten to fifteen minute rest period for each four hours worked. 21" The fitional Tea Compaxv Agreement, 93. git... page 3. 25 The Kroger Company (Detroit Branch) Agreement, 93. 93.3., page 3. 26 The Great Atlantic and Pacific Tea Conpaxw (Grand Rapids Branch) Agreement, 92. 23.3., page 9. 27 The Kroger Comparw (Detroit Branch) Agreement, 22. 933., page 3. 3h Vacations and Holidays Clauses that deal with vacations generally cover employee eligi— bility, length of time and pay rate for the vacation period. 1113 dif- ferences that occur in the companies under study are in eligibility of the employee and. the length of vacation time earned. Each comparv states in its agreement that the employee shall be paid at his regular rate for the period that he is on earned vacation. In addition, the Great Atlantic and Pacific Tea Company (Grand Rapids Branch) states that vacc- tions are to be scheduled at a time when they will not interfere with the general efficiency or working conditions of the store?8 In effect this gives the store management, rather than the employee, control over the date of the vacation period. It is interesting to compare the eligibility and the length of the vacation periods between the four different companies. Jewel Food Stores:29 One year full—time employment «- one week vacation Tito years full-time employment - two weeks vacation 30 National Tea Comparvs the year full-time employment - one week vacation Two years full-time employment - two weeks vacation 31 The Great Atlantic and Pacific Tea Company: lMeaty-491:0: weeks full-time employment - one week vacation One year full-time employment - two weeks vacation 28 T5 Great Atlantic and Pacific Tea Conpary (Grand Rapids Branch) Agreement, 22. 23-30, P883 90 29 Jewel Food Stores Agreement, pp. 933,-, Page 5. 30 National Tea Company Agreement, 32. 933.. page L1. . 31 The Great Atlantic am Pacific Tea Company (Grand Rapids Branch) Agreement. 22. 2&0, page 11. 35 32 The Kroger Company: (he year full-time employment - one week vacation Three years full-time employment - two weeks vacation All of the companies studied pay a full day's wage for each of we six holidays: New Year's Day, Memorial Day, Fourth of July, Labor Day, manksgiving Day and Christmas Day, or days legally celebrated in lieu thereof. The Kroger Company, the Great Atlantic ani Pacific Tea Compaxv and the Jewel Food Stores also have obtained the qualification that, to be eligible for this vacation pay, the employee mist have worked the day preceding and the day following the holiday. In addition, all companies agree that time and one-half will be paid for work in excess of the holiday week, which would in effect mean a normal hourly week less a mu hour day. Days celebrated legally in lieu of a holiday provide for a day off for each employee. Thus, When a holiday falling on a Sunday is observed on a Monday, the employee is eligible to obtain that lionday off also. Jewel Food Stores further states, in its agreement, that no employee shall receive a vacation when he has been absent from work. leave of absence or otherwise for a total of more than 148 working 33 . days during the year. Leaves of Absence, Dismissal and Dismissal Pay Each of the companies studied, with the exception of Jewel Food stores, have a clam-3e dealing with the disposition of employees on leaves 35 TF5 Eger Company (Detroit Branch) Agreement, Supplementary Vacation Policy Publication. page 1. 33 Jewel Food Stores Agreement, 92. 332., page 6. 36 of absence. The National Tea Company agreement states that any employee elected to union office requiring his entire time will, upon his return to duty, be reinstated in a similar position as that held when he was granted loam-ah The Great Atlantic and Pacific Tea Comparnr‘?’5 and the Kroger company's36 leave of absence clauses deal primarily with those that are of a mitary natm'e. mess employees are retumed to their Jobs and retain their seniority under the provisions of the Federal Selective Service Training Act of 19140, as married.” Maternity leaves of absenm are not provided for under the toms of the contract for am one of the companies studied. The Mouths Committee of the National Association of Food Chains38 feels that leaves of absence for emplopes to deal with personal busimss more frequently is treated as a personal matter between the company and the individual employee err! in that light is not comonly found in labor contracts. Dismissals may result from a mmber of causes. Ostensibly, however, the dismissals of an employee may be grouped under either poor Job pen- rormance or lack of work because of poor business conditions. Two com- 11 T53 Etional. Tea Company Agreement, 22. 233., page 1. 35 The Great Atlantic and Pacific Tea Company (Grand Rapids Bunch) Agreement, 92. 3%., page S. 36 The Kroger Company (Detroit Branch) Agreement, 93. 3}}... page 5. 37 The most notable aspects of this act provide that the employee, if he reenters the employ of the compaxv within 90 days from his military discharge date, may have his military sexice counted as company service in maintaining a continuous comparw seniority status. 38 National Association of Food Chains, 92. 23;... page 21. 37 39 ho paniest The National Tea Cmnpany and the Kroger Company, agreements state that dishonesty, insubordination, drunkenness and discourtesy are good and sufficient causes for dismissal. The Great Atlantic and Pacific Tea Cowpamfil along with Jewel Food Stores?2 are more aggressive in their tons tarand dismissal as a managemnt prerogative. The former compatv states that sufficient grounds for dismissal exists if am employee fails to discharge his stated duties. The latter company states that any do- nissal or suspension, for legitimate reasons, is vested exclusively in management. Disnrissal pay, which is paid only when an employee is released through over supply of personnel, is given recomition in the contracts of the National Tea Comngw,h3 the Kroger Compawhh and the Great Atlantic and Pacific Tea Company. The latter two companies fm'ther state, in their agreements, that an employee smst be on a full-tin basis for at least six months prior to dismissal before he shall be given one mk's notice, or one week's pay in lieu thereof. 3§ TE; Rational Tea Compamr Agreement, Q. 933.. page 1.. to The Kroger Company (Detroit Branch) Agreement, 32. 353., page 5. 1:1 The Great Atlantic and Pacific Tea Company (Grand Rapids Branch) Agreement, 22. 33:12., page 114. 142 Jewel Food Stores Agreement, 92. 9313., page 6. h) The National Tea Company Agreement, 92. 5;}... page h. M; The Kroger Comparw (Detroit Branch) Agreement, 33. 933., Supplementary Sheet. 1:5 The Great Atlantic and Pacific Tea Company (Grand Rapids Branch) Agreement, 2.9;. 93.}... page 6. 38 Seniority Seniority clauses, being an integral part of union security, hm fomd their way into the contracts studied here as they have in labor contracts of other industries. Seniority clauses can present mam prob- lens in promotions, geographic and. organizational groups they embrace, layoffs ani dismissals. Before comparing the clauses covering seniority among the four chains under study, it M be well to discuss more fuly some implications of the problems mentioned above. A firm with a seniority clause should study very closely the workability of restricting its pro- motions on this basis. Obviously, om employee may be far superior in capacity even though his 30b emeriencs, in terms of years, is short of that of many other employees. A rigidly governed path of progression, based on a seniority clause, could affect undue hardship on efficient utilization of man-poser. Chains should also consider the extent to which it is most expeditious to apply group seniority rulings. lint is, is it better to have department seniority, store seniority, Job classifi- cation seniority, or branch and compaxw seniority? This consideration is important insofar as the trans ferring of employees may be concerned. Union contracts that have layoff restrictions based on seniority lists have obviously mmoved the company's authority to exercise ard determine the order of layoff. This restriction is considered a prime requisite of Job security for employees but simultaneously unduly rigidifies the company's store level organizational structure. The above mentiomd points dealing with seniority restrictions are on a continum, overlapping and bearing heavily one upm another. For this reason, both the comparv and the union have approached with caution and foresight the seniority 39 he clause. A emery of the four companies under study, examining the extent of seniority restrictions, is assembled below. h? The Great Atlantic and Pacific Tea Company: Promotions - based primarily on merit and ability, but when these are equal, seniority will have preference. Layoffs .- basedhgn the seniority list for the total branch. The Kroger Compary: Promotions - all circumstances being reasonably equal, length of service shall be the controlling factor. Layoffs - the principle of seniority shall apply for the total branch. ‘ 149 'me National Tea Compam: Promotions - no indication given as to the bearing of seniority on promotions. Layoffs - based on store seniority list, ability being equal, the last employee hired shall be the first laid off. 50 Jewel Food Stores: Promotions - no indication given as to the bearing of seniority on promotions. Layoffs - general principle of seniority applied comparw-wide. If fitness and ability are equal, length of service will be recognized in cases of layoffs provided there is an appropriate job opportunity available within reasonable distance of the employee's home. E6 Rational Association of Food Chains, 92. 91.2., page 3h. 14? The Great Atlantic and Pacific Tea Comparw (Grand Rapids Bramh) Agreement, 32. gig” page 7. 1:8 The Kroger Company (Detroit Branch) Agreement, 22. 233., page 1;. h9 {the National Tea Company Agreement, 23. 31.3., page 3. SO Jewel Food Stores Agreement, 22. 233., page 2. ho Transfers affect the seniority clause in all cases since the com- paxrr could easily cause severe hardship to an employee by transferring him to a distant point. The impact of such action would be similar to that of a dismissal. For this reason all of the contracts under study, with the exception of Jewel Food Stores, either mention advisement of union officials prior to a transfer or, as in the agreement of the National Tea Company, a comitnent by the company to reimburse the employee for such additional transportation expensefl This comitment does not appear ideal from the company's standpoint. Grievances host employers endeavor to set a time limit on the bringing up of grievances in order to avoid having to arbitrate old grievances. To effect such a condition, the following clause is reasonable: Grievances shall be taken up promptly and will not be cmsidered when presented later thgg fourteen calendar dgs after the act or omission complained of.“ The length of time for this clause varies between six and fourteen days for the companies under study. Grievance prode is thoroughly structured in each agreement and is very similar in application within each of the companies studied. The Kroger Compzmy's clause is included below in as much as it encompasses the techniques of all four companies and smears to consist of a clearly stated grievance and arbitration proceeding. 51 The national Tea Company Agreement, 92. cit., page 1;. 52 National Association of Food Chains, op. cit., page 27. 1:1 Should any difference, disputes or complaints arise over the interpretation or application of the contents of this agreement, there shall be an earnest effort, on the part of the parties, to settle such promptly through the following steps: 1. By conference between the aggrieved employee, the shop steward, or both, aid the manarer of the store. 2. By conference between the shop steward and business agent of the union, and the district [manager or branch personnel manager. 3. By conference between an official or officials of the union and the branch manager, a representative of the company delegated by the branch mnaiter, or both. 11. In the event the last step fails to settle the complaint, it shall be referred to the Board of Arbitration. The Board of Arbitration shall consist of one person appointed by the union and one person appointed by the employer. In case of disagreement a third member shall be chosen by the Arbitration Board. Should the Arbitration Board. be unable to agree on the third member within five (5) days, the Federal Mediation and Conciliation Service shall be asked to appoint as a third member a. paid employee of the Federal mediation and Conciliation Service. A majority decision of the Arbitration Board shall be rendered nitggut undue delay and shall be final and binding on both parties. , The Great Atlantic and Pacific Tea Company further states that no grievance will be discussed unless a procedure similar to the one above St has been followed. Terms of Contract All of the contracts under study, except one, run for a year’s dura- tion and automatically renew themselves on each anniversary date. The Jewel Food Stores' agreemnt does not specify the contractural duration. 53 The Kroger Comp-aw (Petroit Branch) Agreement, 92. 333., page 2. 5h The Great Atlantic and Pacific Tea Company (Grand Rapids Branch) Agreemnt, 220 '02:}... page So h 2 The three chains having agreements with the Retail Clerks International Association each state, in their agreements, that either party wishing the agreement opened for negotiation mist serve notice in writing upon the other party not less than sixty days from the termination of the agreement. This technique of tieing the contract to a specific data allows both parties to males plans for a term certain. Continual ro- opening of a contract puts it on a day-to—day basis and may very well be unsatisfactory to both parties.55 This clause usually appears as the last clause in the contract and is follmd by the names and signatures of both union and management officials. " Managemnt Management clauses ostensibly rean the right of management to function in that capacity. This would include a reiteration cf manage- ment's prerogatives, not expressly limited by the provisions of the contract in the business of directing the working force. All of the agreements under study, with the exception of the National Ten Company, have management clauses. The following nanagenent clause, that of the Great Atlantic and Pacific Tea Company, appears to be representative: The management of the business in all its phases and details shall remain vested in the employer. The rights of the employer and the employees shall be respected and the provisions of this contract for the orderly settlgaent of all questions regarding such rights shall be observed. ‘55 National Association of Food Chains, 92. 933., page 28. 56 The Great Atlantic and Pacific Tea Company (Grand Rapids Branch) Agreement, 22. £12., page 3. 1:3 It is interesting to note the relatively stronger position taken by the Jewel Food Stores' management in their agreement in connection with the management clause : The management of the bminess and the direction of the working forces, including the right to hire, suspend, or discharge for good and sufficient cause, and the right to relieve employees from their duties because of lack of work, dishonesty, insuboniination, poor performance on the Job, and or other legitimate reasons, is vested exclusively in the company. Restrictive Clauses Restrictive clauses are those that may work an undue hardship on the employer, employees or both. Am clause that hampers the efficient Opere- tion of the business can be construed as restrictiveby management. A case in point is the restrictive clause in the National Tea Company agreement with the Amalgamated Meat Cutters. This clause eXpressly for- bids the sale of prepackaged meat products and further specifies that all cutting, preparing and fabrication of meat products shall be done on the store premises or immediately adjacent theretoogg8 A study of this clause quickly reveals the serious threat it constitutes, from the compary's viewpoint, to more progressive merchandising. A! restrictive clause affecting the union's interest might be interpréted from the Kroger Company and Retail Clerks International Association agreement. This clause pro- vides that the agreement may be reopened for negotiation of wage rates 59 only one year from the effective date of the present agreement. If 57 JeweTFood Stores Agreement, 22. 33.33., page 1. 58 Amalgamated teat Gutters Agreement, 33. 22.2.. Page ’4. 59 'ms Kroger Company (Detroit Branch) Agreement, 23. 93.3., page 6. hi; this terminology is adhered to, the union cannot present requests in any other areas of the agreement. Restrictive clauses are numerous and of various t: p .53. Among them are numbered clauses dealing with limita- tions on apprentices, tonnage per employee, work period and guaranteed overtime hours. Competitive Protection Clauses Competitive protection clauses have not been included in any of the contracts under study but can conceivably be very meaningful when advan- tages are offered one chain by the union while being withheld from another. This case may exist when unions are organising an area and are particular- ly anxious to make rapid gains in quantity of representation. Companies may make provision against this contingency by utilizing a clause Esquir- ing amendments when a case of unfavorable treatment can be proven. 0 As was indicated in the last descriptive clause, unfavorable contract agreements can be ironed out by both alert management and union represent» tives. This concept can be projected to the entire study of contract clauses. ‘shile one firm apparently has been 'unsuccessm in securing a clause as favorable as another firm for a particular phase of operation, it can be observed where it makes up that deficit on another clause. In an overall picture, it would appear that no one company is at a tremendous disadvantage as compared to another company insofar as contract inequali- ties are concemd. 61) TIatioYial Association of Food Chains, 22. 933.. page 32. CHAPTER V DEVELOPING BETTER EEPLOYEE-EANA EEEiT RELATIONS AT THE STORE LEVEL Once a food chain has been organized and a mien contract signed, the best thing that can be done is for both parties to live under the relationship as hammiously as possible. The subject of this chapter, therefore, will be to examine some overt attempts made by food chains to foster smooth relations and to prevent problems from arising. The order of this stwly will be followed on a chronological basis. First, some tools used to get a new worker orientated to his job will be examined. Next, information made available by several chains to their store management in the areas of accepting responsibilities and leading peeple will be reviewed. Lastly, an example of a technique used in management evaluation will be presented. This presents a comparatively complete picture of a structured progression ranging from the introduc- tion of a new worker to an and result evaluation or managemnt'a inter- action with him. The Kroger Caspany provides each of its store managers with an interview guide that encanpasses the most effective techniques of irter- viewing prospective employees. This comparv feels that, by using this guide, the store manager can accomplish two ends. First, he can structun an interview to obtain the most useful infomation and, secondly, he can favorably impress the prospective employee by the conduct of the inter- view. The interview guide is illustrated below: TEE INTTZBVIEC.’ GUIDE no: TO IEI’PZZRVI m PROdPMTIVE STORE cmaxs PUT THE AF}— LICAI‘JT AT EASE Be frierxily and courteous. Provide privacy-away from other people. Be a good listener; let. him talk. GB? 313 STORY Why he wants a job. Vary he is interested in this commrvo What. he can do. GET ALL T1 133 FAG TS Toke enough time. Ask questions with a purpose. Avoid 3,9r19ml impressions 8rd hasty Judgements. GET Hm OFF TO A 8:00 RTJ‘JZT Tell him about the company and the Job. Tell him about inmrenoe, vacations, pay increases. Introduce him to his imdiate supervisor. CHECK THE? THREE KEY QUALIFICATIONS PISRSOILKLITY HO.- KILL HE RPM-33 THE CUSTOLCR? Observe him carefull . Is he clean, neat, and courteous? Can he talk well? Does he smile? Is he gram up enough? HO": WILL HE on ALONG w’ITH THE $113,331: AND WITH OTHER CLEPKS? Ask questions such as, “How did your last. boas treat. you?" "Shy did you quit?" Encourage him to talk. Watch for "touchy" spate; think tuice about a man who has had "troubles" - on the job, with family, at. school, etc. II‘T'I'EPEST DOES HL I'L’LVE I’ZRSCE'AL I}? 43?.”33'1‘ TO WORK FUR? Check application, ask q cations. Does he have responsibilities - rent or board to pay, insurance, etch, particularly dependents? ARE HIS J CB INTERESTS IN LIIE ‘IJITH OUR BUSINESS? Ask questions such as, "5-11? do you want. to work in a grocezy store?" new did you choose this company?" Does he like people? Entourage him to sell himself. Is his interest. reel? Is he changeable in interests or jobs -- e "floater?" ABILITY D023 HE IL’WE ABILITY TO SUCCIED? b? Is he pmrsically fit? Check application, ask questions, especially about time lost for illness. Is he mentally fit? Does he appear dull? Is his education sufficient? Will he learn easily? If he claims experience, check its value by careful questioning. ‘a’.’ ILL 13 BE ERCEGTILBLE? Review the interview in your mild. After training and ewericnce, is it likely that this appli: ant will move ahead with the company?1 Once an employee is hired, Jewel Food Stores issues a booklet to him entitled, "One Third of Your Life". me larger portion of the book- let deals with the employee's status under the union contract; his rights and benefits. The booklet also mmasizes certain desirable aspects of the Jewel Food Stores; their growth, personalitv, quality, low prices and fair dealing. In relation to the new employee, the booklet describes the security and retirement cppoxttmities to be obtained; the review of an employee's progress that is made periodically by his supervisor; an! ’ the attitude of team play that is fostered between the employees and their management, The theme around which the booklet is built is designed to motivate favorably the new employee toward the employer by showing his the advantages of working for Jewel Food Stores. The Kroger Company prescribes the use of an induction schedule which it puts in the hands of all store managers. The schedule covers informa- tion not only valuable to the new employee‘s general job orientation in the store but also such help as he may need of a personal nature in adjusting to a new envimnment. The schedule runs for approximately the duration of one week and decreases in its application as the employee prOgIe 88830 I We Kroger Company, Store Bansger's Personnel Book. Cincinnati, ohio. 19h6. page 32. IUD JG TI 02-: SCIQEIILE F LL-ZZ IN'I‘l-EDL'CZIIG A 153.? ElC'ILtfffiifii TO “1‘ 1.8 When First Day 1. 2. 3. b. Innediately 1. following arrival ('32 hour) Follmving 2. e hour) Until lunch 3. period Lunch period t. - A Guide For management - that and How Infoniation needed in daily routine: 1. A. fibers to leave hat, etc. B. Any necessary infomation on getting to and from work «- transportation facilities, etc. 6. :5tarting time, meal periods, stopping time, "store hours.” D. Hours per week, overtime suspen- sation, reporting hours worked. B. When, vmem, 1'10! and by than he will be pa . . F. Oppor‘mnity for questions. meeting other employees; getting to 2. know layout of work area) A. Trip through department, plant, or store, with general airplane- tion of functions. B. Show employee where he is to work and have him meet neighbor- ing workers. 0. Location of wash 3111 met rooms, bulletin boazds, and cafeteria (if one}. D. Tell him about any special mles on leaving department or Job, smoking, fire protection. Job instruction, including approp- 3. riate safety masuros. See that someone sets with no! ‘1. employee md introduces him to others. & Whom Deparhnent Head, Foreman, or Ston Manager Hanagemont representa- tive in charge (or assigned he! employee) L‘bnagement representa- tive in charge (or employee assign! as trainer) Neighboring mployeo h9 5. After lunch 5'. Job instmctions (or close 5. Foreman, until one- supervision of work). Store half hour Limuxger before end or Depart- of work day ment Head or Trainer 6. Onenhalf 6. A. Ask emplovee how he is getting 6. Immediate hour before along; if: he has any qrestions, sugerior end of day etc. 8. mcoumge emplo;,'ee to talk about himself, his fanflly, his interests. Secom Day At convenient Discuss other basic procedures and Lianegemnt time policies. representa- A. ”Being: late or absentdfiuen and tive in when to call. charge (or B. Reporting; accidents; first aid. assigned 0. Entry to company premises. key employee) Within The Review handbook .with employee Rene genent First l'eek A. To see that he understands representa- contonts. tive in B. To give Opportunity to ask charge (or questions. assigned 0. Trip to other departments, key employee) if prQCtiCa-lo At End of Interview with employee Liamgement First Geek A. Find out what he is thinking. repre sente- B. Char up any ms‘mderstemmg. tive in charge (or assignd key employee) At Time He Gets Explain computation of pay; Management First Pay Check answer any questions he may have representa- on deductions, overtime pay, etc. tive in charge (or assign! 2 key employee) If the points enumerated in the schedule are fully clarified in the employee's mind, the employer can feel that he has done much spade work T55 Kroger Company, 32. 93:20) page 360 50 toward developing a more lasting employee-management relationship. A point that often is overlooked by management but which is given cornizancc in the schedule listed above is that of a follow-up at the end of the first week’s employment. It is here, where the lose ends and misunder- standings are brought in and ironed out, and the entire process can be cemented. Not only does this schedule facilitate the employee's adjust- ment but, it conscientiously administered, does much to sell him on the company as a whole. then the employee has adjusted to the Job, store management must be ever alert to maintain him as a smoothly functioning part of the store organization. American Stores has arrived at a set of appeals to motives that might be encountered in the employee's personality. That organization feels that, by distributing this type of information to their store mana- gers, they can obtain a maximum of inter-store harmony. It is interesting to see the approaches this corpany employs. motives Am ale Pride Praise - specific, challenging - for EOE Work. Criticism - ask specific, construc- tive questions about shortcomings. Ambition "You're good (specific praise); would you be interested in getting even better? (Constrm tive sugges- tions in the form of Operations). Give Wty to mice a showing by giving gains responsibility and autho 1': . Compare with average, offer con- structive help. Selfishness laziness Desire for Security Commtitive Instinct Desire To Be Well Regarded Reputation Desire For Self- Expression Desire for Recognition Reason, Ionic and Good sense Respect For Authority 51 Must insist on job being done right, therefore, why not save yourself criticism by doing it right on your own responsibility? Easier if you do it this way. Compare score on poor performance with the average by asking; l"What do you think we had better do about this?" "' Stage a contest. Cashiers—please, thank you, smiles per customer. Stock clerks . missing prices, wrong prices, clean shelving, miss- ing items in stock in backroom. Produce .. give each clerk an item 5 sen, (winmr highest percent) Score each operation regularly, maintain running score record. "Emmet kind of reputation do you think I would have if I did what you do?" "I'm sure you do not realize how much you (cite bad habit). I'm also sure that if you muld (cite constructive suggestion) everyone would think better of you." Give specific responsibilitiee and authority. Ask for ideas abcut his work. Get him to see the facts (score, ask questions) then, ask his Opinion of them. Ask his opinion of the souniness of the score sheet. "that good does it do you to (cite personal fault)?" Ask him to state policy, explain why he violated it, insist on cor- rection right then and there. 52 Regard for Public Score below par Operation, compare Opinion with other scores (avoid naming Desire to Conform names.) loyalty Present facts (score) and ask: Fair Endedrs ss "Are you loyal to the compamr when you take their pay for this kind of performance?" Will you ave it a fair trial?" The end result of such a technique is to help the store personal do what should be done, when it should be done, the way it should be done, because they want to do it. me Kroger Company issues a personnelmamal to all of their store managers. Within the marmal they devote a section to Job relations and has a store manager can obtain the best results through his mark force. The first part describes the foundation for good relations and covers four broad hypotheses: Let each worker know how he is getting along. Figure out what you ezqaect of him. Point out ways to improve. Give credit when due. look for extra or unusual perfomance. Tell him while "it's hot". Tell peeple in advance about changes that will affect them. 'Dell them why, if possible. Get them to accept the change. Make the best use of each person's ability. look for ability not newr being used. Never stand in a man's way. In the second part Of Job relations, the company anticipates the mutuality of important perstual problems arising and endeavors to giro the store manager a structured approach to the hmdling Of a problem. Four steps are decided upon as guideposts which are illustrated below: Get the facts - review the record. Find out what rules and customs apply. Get Opinions and feelings. Be sure you have the whole 8190170 53 l’ieigdi and decide - fit the facts together. Consider their hearing on each other. Check practices and policies. that possible actions are there? Consider effect on individual, group and produc- tion. Do not Jump at conclusions. ' Take action - are you going to handle this yourself? Do you need help in handling? Should you refer this for additional study. 's'fatch the timing of your action. Do not pass the buck. Check'results - how soon will you follow up? How often trill you need to check? Watch for changes in output, attitudes and relatim- ships. Did your action help production These principles point in the direction of more objectivity in prob- lem solving by store management and if used consistently, can Imep the store manager from becoming emotionally involved with am member of his work force. The Kroger Company, in aspiring to secure better follow-through on employee-namesaent relations, has devised an evaluation sheet to review the performame of their atom mamgers. While the evaluation abet covers new areas of store Operation, cognizance is given to leadership specific- ally in one entire section, although it is an implicit consideration in new others. The purpose of the review is to help the store manager develophimself and to focus his attention on those characteristics in which he needs to improve his performance. The points on which the store manager's performance is midget! are: ' Gaining the active cOOperation and interest of his employees. Knowing employees and making: the best use of their ability. Being a leader rather than a. driver. Delegating responsibilities. Cdfing prOper training to his employees. Accepting responsibility. Seeing to it that his department heads are efficient. 3 §F5re flamgers I‘ersonnel Book. 93.3111. , page 36. 5h Maintaining discipline in the s . Developing good men for promotion. It can readily be observed that proficiemy to any measurable extent in these important duties are an integal part of successful employee- manasrenent relations at the store level. The store manager is Judged on the basis of three answers: (l) Improve now; (2) 0.15. for now; and (3) Compliment. The interview at which the store manager is evaluated is attended only by himself and his district manager. The store manager is encouraged to discuss and express both his 'sseak" and "strong" points in order that thev may be approached objectively and a solution or improve- ment planned. Indeed, the entire purpose of the interview is not to judge but to seek channels of improvement. This chapter has been concerned with a cross-sectional study of three concepts, all operating on a continuum, that food chains are recognizing in their attempt to gain the active cooperation of employees at the store level. Operating on the premise that first impressions are best, manage- ment must orientate an ample-res to his jazz-b smoothly and expeditiously. To anticipate and be prepared for the day to day problems of union-management relationships, individual store managers should have a concretely develoxaed and unified approach to Job relations and employee-snotivoted problems. lastly, manafteztzent requires a formal tool to measure in some way the degree of effectiveness or improvement they need for living with a unionized work force. E The hr" oger Comm, Store Tun-fansgor's lfiraluation Sheet. Cincinnati, Ohio. page 2. * CPLiFTER VI The purpose of this chapter will be to integrate the preceding chapters in such a nzmner that the field of food chain mien-management relations might be viewed in its proper perspective. The union organizer who attempts to organize the workers within a particular chain usually moves into the situation by either contacting the employees on the Job or during their oft-duty hours. He distributes union pamphlets and tries to build a solid nucleus of workers interested enough to contact their friends "in other stores. He needs written evi- dence of authority to represent from at least 51 percent of the workers to obtain an international charter. With the issuance of a charter, initia- tions and elections can be held and the overall union position consolidated. me charter is issued by an international union and for a description of international union structure, the Retail Clerks International Associa- tion has been selected for analysis insofar as it has the largest claimed grocery clerk membership. This International has nine executive admini- strators, a president, seven executive vice-presidents and a secretary- treasurer. These nine individuals form a general executive beam which rules on all laws and policies. The general executive board has the authority and responsibility to issue and withiraw local charters and to repeal any local by-lams which do not conform to the international consti- tution; to remove any officer for incompetency or non-performance of duties; and to fill the vacancy until the next convention; to take charge of any local's affairs when it is decided this is necessary to protect or advance 56 the interests of the union; to pass on trievanoes and claims of locals; to reverse or appeal any action of an international officer; publish an international organ and levy'assessnents. At the local level the officials are either administrative or nonpadninistrative, the former being full—time paid appointees'while the latter are industry workers, usually without remuneration. Administrative officials are the local business agent and the secmtary-treasmer, while the non-administrative officials are a president, vice-president, recording secretary and a variable nuznber of trustees. Collective bargaining is the process by which food chain union cons tracts are negotiated. As far as bargaining practices are concerned, it seems to'be a good concept to make e.unicn.bargain for everything it gets and once the bargain is made, definitely make certain that the union gets everything it is entitled to under the contract and that the company also secures everything that the union and its members are supposed to give under the same contract. Larger chains employ a Labor Relations department to negotiate their~individual contracts, often in cooperation with the head of’the division for which the contract is to apply. unions submit their prOposals either before or at the first negotiating session. The chief reasons company negotiators prefer the last method is that it relieves the employer of the obligation of a counter-proposal at the first meeting lid he can devote his time to exploratory discussion. Counteraproposals by the employer fellow the union's original preposal and ground is given.by both parties rather slowly. The procedure from there on is rather fluid, depending upon the issues, but eventually a compromise language is worked out and agreement is reached. A typical example of a recently negotiated 57 clause is presented in the changing wage stmctm‘e relating hourly wage rates to the "Conswmers Price Index for Moderate Income Families". That was cited in Chapter III. The exmimtion of four union contracts in Chapter IV on the basis of 11; representative clauses, usually inclined in such contracts, revealed several outstanding considerations. The most striking aspect of the study was the subtle control the Jewel Food Stores has over their employees which is not evidenced by those employers whose employees are represented by an international. local. This control is compensated for, however, to a degree by the relatively high wages, comparatively liberal vacation policy am other smh employee benefactions of that particular comely. The concept of union contracts constituting a restriction on normal business operation is revealed by the restrictive clause that express]: for- bids the sale of pie-packaged meat products in the National Tea Company's agreement with the Amalgamated neat Cutters Local Union. It is a point well taken that both employers and unions should approach with extreme caution those clauses that will in any may limit their prerogatives. It is important to feel the tone of the contract through several aspects. While the contracts of the Kroger Company uni the Great Atlantic and Pacific Tea Comp-aw appear similar insofar as they have no particularly distinguishing qualifications or restrictions such would not seem to be the case of the National Tea Cor-1pm. It appears that they have not endeavored to reaffirm their management clause and such a factor as a comitment to pay tramsferred employees transportation costs might become costly were there a need for a Contraction of their working mrsomel with retention of senior employees. ..l ’9, .' .z-J I \4 3.0.;1..:ing err} cothuvoudsing CG Since negotiating; of contracts was seen as of proposals and cantor-proposals, it can smely be implied that mm clauses that mijtht appear as overtly favorable or unfavorable to either unions or mom ax" were concessions given to secure more hportant issues. Viewed objectively, however, it is possible to commie overall contract contents at a given time as being favorable to the employer, balanced equally bet-ween employer and union or favorable to the mien. In a comparison among the companies investigated here, Jewel Food Stores appears to have a contract sorr what favorable to the emloyer. The Great itlantic and Pacific Tea Company and the Kroger 0012me have an approximate balance between employer and union, and. the National Tea Company contract almost impercefitibly is more favorable to the union. The reasoning in sup;:.ort of the s*ta-1tez;_;e:rts on fevorability mentioned in the preceding parazreph can be expauled by further detail. Jewel Food Stores emphatically state that there shall be no diJniJmtion or sus- pension of work whatsoever during: the term of the astroonezzxt ml the relatively strong position taken in its right of management clnuse, leaves no doubt as to where that prerogative lays. Dismissal decisions are also vested exclusively in the mzmeggement. Both the Great Atlantic and Iacific Tea Company and the Kroger Company have a nutter of clauses that appear favorable to the union. it the some tie, hex-{eve r, other claums in their centracts appear to compensate and be favorable to the company. For instance, the Great Atlantic and Pacific Tea Co::1}"»£‘-.n;}' is aggressive in its tone Wards dismissals being a management protege hive, but does not endeavor to seek a union coxmitnent of no strildng in the event of mono-- S9 cessful arbitretion of a grievance durina the term.of the contract. The Kroger Company takes a similar stand throughout its agreement and for this reason it is felt that a balance has been achieved by those two can- panies. The national Tea Conrany does not obtain a union commitment of no striking in the event of unsuccessful arbitration of a grievance durb ing, the term of the contract. Flutter, the employee is not required to 'work the day preceding or following his vacation to be eligible for acation pay. For small omissions such as this, the National tea Company was felt to have a contract not quite as tightly woven as the others and therefore, somewhat more favorable to the union in its application. -It is in the best interests of the enrlover that he have employees invorably motivated in behalf of the ccmnany and to such an end are directed the teclmiques for effecting more harmonious store level inter- action. A store‘manager’nnst have a spontaneous insight into a prospective employee ani face—to-face interviewing can produce efficient selection 1! carried out in a meaningful manner. It is important flor'neW'emplovees to be orientated with dispatch to their new job and booklets such as Jewel Food Stores', "One Third Of Your Life" and the Kroger Company's induction schedule does much to help then.define their status objectively. thile it is relatively easy for store managers to been 9 proficient in ordering, bookkeeping and display throw-.1311 training manuals arr! Job errerience, many remain inept in handling problems dealinn'with their work force. American Stores has developed a set of spreals to the dif- ferent motives store managers might encounter in their day to day hand- ling of personnel. The Kroger Corpsny, among others, adds an evaluation program in its approach.to the foundations of good personnel relations. 60 They review, Teriodicelly, the success or need for improvement of each store mnsaer in cumin-7; out his functions of leadership and responsi- bility. The pros-iression from the incidence of food chain mien organization to the techniques used by farsighted managemnt in seeking more harmon- ious employee relations well illustrates the fiaportzmt role of labor in the food chain hflustry. The man who works in today's modern food store may cm-zi'idently look to the future for contimzed equitable treatmnt. BIS-LIE HEW]? BT‘ETJTAH‘H ‘ " T‘v '... Ast A. BUCKS Bakko, 5.1”ri :‘It, and Clark Kerr, L’nione, lie—.111: rnr'1ent :11.“- the 311111110. '22)“ .. ‘VDH ew Yoric- . Harcourt, Brace and Cos-1,;511;,7917‘Km'933 pp. Banks-rt, Clyde If... Contenoorarr 'friomen 5n the Unj ted Fits-tee. New 'ork: Front ice-41111.1, 11.3., T9343, , p31. Halsey, George 11., 1133de o-- "fie roannel’ . 3:111 mutant. No.1 York: Berger 3:11. :3rotbers, DU]. 21 2 pp. Hardman, J.B.S., and Nam-ice F. Neufeld, The House of labor. New York: Prentice-Hall, Inc., 19118. 5119 pp. Hoslett, Schmrlor Dean, mum-1n Vectors in Bionegzmnt. New York: Homer and Brothers, 19116. 322 pp. Jucius, Liichoel J. , Personnel Mmeeement. Chicoro, Illinois: Richard D. 1min, Inc" 19117. 696 pp. Karat, Helen, American Lei-3oz: Unions. New York: Henry Holt ale. Congtamr, lietcalf, Henry 0., and. L. Ureick, Dyna mic “(Erin‘s rot: on. Jew York: Harper and T'1rothere, 1921.0. 31' 1‘30 The c01lec§§dw rezers of Ken: Parker Follett. Roe, :ellinrton, Jusm‘rna 1t, lmoricen Inoor in fiction. No.7 York: J. B. 111’17gincott 50:11am“ 191.3. 36210;). Smith, Le 1:1:1rd J., Collective "Bevggoinm". New York-z: Pmntice-Hell, Inc" 1931‘ .1. 1153 pp. Smyth,” .. .C.. andN. J. LEEIPW’ Bergeinwne *-'5.+b. Creerizec‘ 1111193. New York: Funk and? 3111113 Co 11411.57 #111,. 2115' 11p. B. US$7.81. I'SHEED 1111191311113 Retail Clerks International Association, American Federation of labor. Union Organizing Pamphlet and Cami. Retail Clerks International Association Constitution, Amrican Federation of Labor. 1911?. 61 pp. National Association of Food Chains, ilource Book of Union Contract Clauses. Washington, D. Go, 19IL6. 30 pp. 63 Amalgamated meat Cutters, local 5&6, American Federation of Labor and The National flea Company Agreement. Chicago, Illinois. 1951. The Great Atlantic and Pacific Tea Company and the Retail Clerks International Association, Local 886, American Federation of Labor Agreement. Grand Rapids,‘fiichigan. 1951. 16 pp. The National Tea Company and the Retail Clerks International Associa- tion, Local 658, American Federation of labor Agreement. Chicago, Illinois. 1950. 7 pp. The Kroger Company and the Retail Clerks International Association, Local 876, American Federation of Labor Agreement. Detroit, Michigan. 1950. 6 pp. Jewel Food Stores and Jewel Food Stores Employees' Uhion Agreement. Chicago, Illinois. 1950. 21 pp. Retail Clerks International Association, Local 876, American.Federation of Labor. Check-off Authorization and Assignment Slip. The groger Company, Store Managers Personnel Book. Cincinnati, Ohio. '1 PP- . rut-mlt"- HICHIGRN STRTE UNIV. LIBRRRIES 31293014133635