Labor–Management Partnerships for Public Transportation, Volume 2: Final Report (2015) / Chapter Skim
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11 C H A P T E R 3 3.1 Survey Results The research team compiled and analyzed the survey responses in three dimensions: • Summary by transit system and comparison of responses from management and union within a transit system, • Summary and comparison of responses across transit systems for overall pattern, and • Examination of correlations between variables. This chapter presents important findings based on the analyses performed.
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12 Table 2. Labor–management relationship rating.
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13 Table 3. Number of transit systems with labor–management committees covering the listed issues.
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14 Table 3. (Continued)
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15 Another finding on labor–management committees is that both management and union responses demonstrate that the two sides have different perceptions of whether an issue is addressed in a labor–management committee. Table 4 summarizes this difference.
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16 union members to mean that the union was being influenced or manipulated by the management. Several alternative terms were suggested: • Labor–management cooperation • Labor–management coordination • Labor–management goals Benefits of Labor–Management Partnerships The research team asked each survey respondent what they thought their transit system could gain from improved labor– management cooperation.
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17 Table 5)
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18 suggested that LMPs can be regarded as separate channels from collective bargaining or the grievance process for management and union to discuss and resolve issues. Another participant commented that communications should be consistent and transparent.
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19 14. Take advantage of shared challenges and crises to catalyze partnership agreements.
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20 Charter Document Our research shows that cooperation or partnership behavior contributes to the success of both management and labor. However, leadership turnover on both sides and other factors cause constant fluctuations in partnership actions and effectiveness.
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21 to actively involve participants in a process that will encourage retention of the skills they have learned and help transfer these skills to the real work environment. To achieve this, the workshop framework recommends the use of some widely recognized skill-development and training tools that have been broadly applied in the transit industry.
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