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U of M CE 5212 - Transit Labor Relations

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Mineta Transportation Institute Report 01-02TRANSIT LABOR RELATIONS GUIDESeptember 2001Herbert H. Oestreich (Principal Investigator)George L. Whaley (Research Associate)a publication of theMineta Transportation InstituteCreated by Congress in 19911. Report No.4. Title and Subtitle7. Authors9. Performing Organization Name and Address15. Supplementary Notes12. Sponsoring Agency Name and Address16. Abstract17. Key Words19. Security Classif. (of this report) 20. Security Classif. (of this page) 21. No. of Pages 22. Price18. Distribution Statement14. Sponsoring Agency Code13. Type of Report and Period Covered11. Contract or Grant No.10. Work Unit No.8. Performing Organization Report No.6. Performing Organization Code5. Report Date3. Recipient’s Catalog No.2. Government Accession No.Mineta Transportation InstituteCollege of Business,San José State UniversitySan Jose, CA 95129-0219California Department of TransportationSacramento, CA 95819U.S. Department of TransportationResearch and Special Programs Administration400 7th Street, SWWashington, DC 20590-0001No restrictions. This document is available to the publicthrough the National Technical Information Service,Springfield, VA 22161Unclassified UnclassifiedFinal ReportTechnical Report Documentation PageForm DOT F 1700.7 (8-72)FHWA/CA/OR-9906Transit Labor Relations GuideHerbert H. Oestreich (PI), George Whaley (RA)This research project was financially sponsored by the U.S. Department of Transportation’s Research andSpecial Programs Administration and by the California Department of Transportation (Caltrans).Transit organizations, both public and private, are under great internal and external pressures today to improvetheir organizational effectiveness. Studies have shown that the collective bargaining relationship between unionand management, particularly the collective bargaining agreement, has a direct, measurable effect on organiza-tional effectiveness. Both transit manageent and transit unions have begun to recognize that it is in their mutualinaterest to improve organizational effectiveness by turning otward a more cooperative collective bargainingrelationship. In particular, they have experimented with a negotiating style called “interest-based bargaining”and with a problem solving approach through joint labor-management committees.There is a great deal of misinformation on both subjects, and it is the purpose of this paper to dispel the mythsabout interest-basedf bargaining and give examples of wh en thisapproach has worked. A historical backgroundhas been provided about5 transit unionsas well as stransit strikes, and what should have been learned from thosemistakes.Transit, Union, Labor, Management,Bargaining, NegotiationSeptember 200101-0265W136136 $15.00Copyright © 2001 by MTIAll rights reservedLibrary of Congress Catalog Card Number: 2001094839To order this publication, please contact the following:The Mineta Transportation InstituteCollege of Business—BT550San José State UniversitySan Jose, CA 95192-0219Tel (408) 924-7560Fax (408) 924-7565Email: [email protected]://transweb.sjsu.eduACKNOWLEDGMENTSOur foremost appreciation goes to Trixie Johnson, Research Director of the MinetaTransportation Institute at San José State University. We are grateful to her not only for herguidance and great moral support throughout this project, but also for her substantivecontributions. She has freely shared with us her wealth of experience in transit and governmentorganizations. Credit is also due to Rod Diridon, Executive Director of the Mineta TransportationInstitute at San José State University, for his support and guidance in the project. Among themembers of the administrative staff of the Institute who have been very helpful in getting theresearch report into acceptable format are Miriam Ayllon, Sonya Cardenas, and Jeanne Dittman.We wish to extend our special thanks also to the many transit labor relations practitioners andscholars who shared their knowledge and insights with us. We can mention only a few here: DaroldBarnum, author of the landmark publication From Private to Public: Labor Relations in UrbanMass Transit; Jerry Benson, Human Resource Director, Utah Transit Authority; John Fiscella,consultant with the DC Labor-Management Partnership Council, formerly an IBN facilitator withthe Office of the American Workplace, U.S. Department of Labor; Richard Giacolone, FMCSInstitute Director, Federal Mediation and Conciliation Service; Richard C. Kearney, Chair,Department of Political Science, East Carolina University, and author of the text Labor Relationsin the Public Sector; Howard Lewis, formerly Director of Labor Relations, Bay Area Rapid TransitSystem; Kent McDaniel, Institute for Urban Transportation, Indiana University; Bill McLean,President & Business Agent, Amalgamated Transit Union Local 265; Robert Molofsky, GeneralCounsel, Amalgamated Transit Union; Lynne Morel, Shop Steward, International Brotherhood ofElectrical Workers Local 1245; James Olivetti, Director, Information Center, American PublicTransportation Association (formerly American Public Transit Association); Terry Palmer,Chairperson, Non-Contract Employees Committee, Sacramento Regional Transit Authority;Stephanie Robinson, formerly Senior Program Officer, Transit Cooperative Research Program,Transportation Research Board; Michal Settles, Director of Human Resources, Bay Area RapidTransit System; Frank Shipman, Vice President of Human Resources and Employee Relations, SanDiego Transit Corporation. Finally, we feel indebted to the many participants at conferences andtraining workshops who have shared their insights and experiences with us. Any shortcomings inthis report remain our responsibility aloneTransit Labor Relations GuideMineta Transportation InstituteiTABLE OF CONTENTSEXECUTIVE SUMMARY........................................................................................... ........... 1THE PROBLEM...................................................................................................... ........... 1PURPOSE AND SCOPE OF THE STUDY............................................................ ........... 1TWO COLLECTIVE BARGAINING SYSTEMS.................................................. ........... 21. A BRIEF HISTORY OF TRANSIT LABOR RELATIONS............................. ........... 5THE EARLIEST FORM OF TRANSIT: FERRY BOATS..................................... ........... 5THE HORSE-DRAWN TRANSIT VEHICLE


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U of M CE 5212 - Transit Labor Relations

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