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Labor Relations

Dear Workforce How Do We Promote Professional Development in a Union Shop?

March 31, 2005
Which performance-management and professional-development strategies would work best in a nonprofit, public-sector, unionized environment? More specifically, which type of incentives and learning culture are needed for employees to embrace professional development when job security is not an issue, under-performance is difficult to address, guaranteed salaries are negotiated by the union, and there is no room for bonuses?
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United Airlines Pilots Dispute Reveals Generational Schism

March 31, 2005
Active pilots say that saving the bankrupt carrier takes priority over maintaining current benefit levels for retired fliers. The predicament facing United and its pilots, both past and present, is one that will be more prevalent as the number of older workers and retirees begins to outpace the number of younger employees.
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Wal-Mart's Man With a Mission

March 3, 2005
Lawrence V. Jackson, Wal-Mart’s new chief human resources officer, has been both a friend to workers and a tough-minded management honcho. He’ll need both sets of skills as he steps into a leadership role at a company facing class-action lawsuits, unionization battles and huge worldwide growth.
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Cabin Pressure

February 1, 2005
The perils facing the traditional air carriers are largely the result of economic and technological changes far beyond the scope of anything that workforce management policies could influence directly. But if airlines including United, US Airways, Delta and Continental are to survive, changes in the work rules, human resources policies and employee relationships are crucial.
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Labor Pains

January 13, 2005
In this opinion column, the editors of the magazine The New Republic argue that the National Labor Relations Board is taking business’ side so much that it’s eroding workers’ ability to organize.
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Back From The Brink

December 3, 2004
American Airlines is still experiencing financialturbulence, but the world’s biggest airline hasmanaged something amazing. It has recovered from unwise--even stupid--management decisions to win over workers and get them to buy into a more cooperative relationship that has saved millions. "The only way to build trust professionally or personally is by being trustworthy," CEO Gerard Arpey says. "I hope I’m living up to that standard."
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