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PubMed1990

Collective bargaining in 1989: old problems, new issues.

Some problems which plagued negotiators throughout the decade continue into the next, and are joined by additional issues such as rising cost of health insurance, family care, and health and safety concerns.

Collective Bargaining↗
PubMed1987

Collective bargaining in the health care field: the housestaff controversy.

The drive to contain health care costs will have a significant effect on future labor relations in health care delivery. Labor expense is, and will continue to be, the most important component of the typical health care organization's operational budget. Consequently, it is only logical that labor should receive the highest degree of operational control. A problem with this approach, however, is that the labor components of the typical health care provider are no longer atypical. The labor components of today's provider include--among others--in-house employees, independent contractors, group practices, and contractual agreements with various freestanding facilities. In order for a provider to successfully handle this diversity, mid-level management should have an understanding of the public regulation of labor relations. For example, government statistics show that between 1965 and 1971, over one-half of the man-days lost due to strikes in private hospitals were the result of recognition strikes. The fact that housestaff are at the same time both students and employees presents a situation where a clear decision concerning their status under the National Labor Relations Act, cannot be reached easily. A compromise, in which housestaff would be allowed to bargain on matters unrelated to the educational sphere, might be the best solution to ensuring a continuous flow of effective health care. Therefore, hospital management must be aware of their relationship with the housestaff.

Collective Bargaining↗
PubMed2001

Collective bargaining: a vulnerability assessment.

When it comes to the "soft side" of health care, employees want to be informed, respected, and included in decisions that affect their ability to care for patients with pride and satisfaction. Union vulnerability is low when staff satisfaction and morale are high.

Attitude of Health Personnel↗