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Stewards Guide |
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Along this line of 'getting there first'-in seeing potential grievances before they arise-is the importance of keeping your department informed of changes in the shop which will affect them. Say for instance, that some new machinery is going to be introduced and you've heard that management is planning to hire new workers to handle it. Because you know your workers and work, you realize that three or four of them have done similar operations before and that the new job carries a higher rate than the one they're now doing. If you're on your job you'll talk with the proper authorities about getting these employees into the job before new ones are hired for it. Otherwise you may have trouble on your hands with a few pretty mad workers. At any rate, when any change is being made it's a good plan to have a department or union meeting and explain to your people beforehand what's going to happen, how it will affect them, and find out how they feel about it, and what they want to do about it. This applies to other things, too, like necessary layoffs because of cutting down on production or installation of automated equipment. KEEP A UNITED UNION FRONT Another thing that makes for a stronger, more effective union in your workplace is presenting a united front in your relations with management. Make it understood how important it is for the workers to come to you with their complaints and grievances rather than 'griping' among themselves and so stirring up trouble, or going to the supervisor without your knowledge. BE A GOOD LISTENER More important-you must be the kind of person to whom workers feel able to come to with any sort of problem. They must feel they'll always get a patient, understanding listener who's willing to try to work out something with them. You may have to show workers that they're in the wrong, or that they haven't the ground for a grievance. But there are firm and yet tactful ways of explaining this so that you still keep their confidence. You may discover that workers have personal problems, seemingly unrelated to the workplace, except that it prevents them from doing their job well. You should know the agencies in your community which offer individual and family counseling services, medical care, etc., to which you can refer them for help in working out their problems. You're the sounding board for these matters. Transportation, food and other inplant difficulties should be referred to whichever union or labor- management committee handles such questions. Unsafe work practices, unhealthy working conditions and inadequate sanitary facilities come to your eye and ear first. Take them up with the supervisor. Another aspect of the Collective Bargaining relationship that must be taken into account is the existence of 'management rights'. As fair and responsible union members it is your obligation to live up to the terms of the negotiated agreement. In matters of discipline, looking into unnecessary cases of absenteeism, slow down on the job or wild-cat strikes, the shop steward can aid the union to find reasons and remedies for such situations. This can be done by simply trying to talk with the people involved. Remember that once an understanding is arrived at, you and your members have an obligation to carry out your end of the bargain. A good rule to follow in dealing with management is to be sure all settlements are clearly understood by all parties. pg10 |
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