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PubMedDate not supplied

Is there a physician union in your future?

Physician unions are in the news. Patient management and patient care decisions are increasingly being taken out of the hands of physicians and put into the hands of "The Suits." To take their case for a return to physician-driven patient care to the people, some physicians are joining unions. Some are even collectively bargaining for salary and other issues that are historically more closely associated with unions. The simple fact is that physician unions exist and the number of physicians joining them is expected to increase. What are the pros and cons of unionization? What motivates physicians to join unions, and what potential negative and positive factors are associated with physician unionization? This article reviews the pros and cons and the issues related to physician unions, for physicians attempting to answer the question, "Is there a union in my future?"

Collective Bargaining↗
PubMedDate not supplied

Can Southern hospitals fight the unions?

As unions turn their attention southward to the vast, largely untapped potential here; can they find widespread success in organizing hospitals in the region? They can, according to the author, a High Point, NC labor attorney, unless hospital management becomes more skilled. Sheahan points out that legislation and other factors have created a climate favorable to organizing activity in even non-profit hospitals.

Collective Bargaining↗
PubMed1983

Strikes: strategy and tactics for managers.

The threat of a strike is a powerful weapon in the union's arsenal. Management, caught off-guard when a strike hits, can be faced with insurmountable problems regarding maintenance of business operations and may be put in a position of capitulating to labor's demands. To avert these problems and to be able to effectively cope with the impact of a walkout, management must have a plan of action well in advance of the strike. In the following article, the authors provide a detailed strategy for strike preparation and discuss the issues management must address in dealing with a potential strike.

Labor Unions↗
PubMed1990

Union dynamics in nursing.

Predictions of union growth among registered nurses may very well depend on hospital and nursing management's response to nurses' dissatisfaction with conditions of employment. The authors discuss federal regulations and other factors which are shaping unionization in nursing.

American Hospital Association↗
PubMed1978

Management's response to the union phenomenon.

While management must be allowed to assert its right to govern, it must not neglect the dignity of the employee in the process. If management can satisfactorily handle employeees' grievances about poor upward communication and poor and unfair treatment, it might also prevent unionization in its institution.

Conflict, Psychological↗
PubMed1996

The union movement: legislative and regulatory issues in California.

In the late 1980s, hospitals began to identify that patient care services needed to be restructured to deliver services in a more cost-effective and efficient way. As more and more hospitals adopted this philosophy, unions began to take an increasingly aggressive role advocating against the strategies that hospitals employed, which often put unlicensed assistive personnel in a role that more appropriately used the professional training of a registered nurse. The strategies taken by the unions took several forms: regulatory and legislative, which sought to preserve nurses' jobs through mandatory staffing ratios; a public relations campaign aimed at discrediting hospitals that have restructured and informing the public that the changes jeopardize patient welfare; and targeted organizing. This article addresses the impact the union strategies have had on hospitals and the changing health care market.

California↗
PubMed1997

Here's looking at you: physicians examining physician unions.

Physician unions are seeing a resurgence both nationwide and in Pennsylvania. This first of two articles on the current trends toward unionization overviews the history of the movement, analyzes the current situation in Pennsylvania, and offers responses from physicians statewide.

Labor Unions↗
PubMedDate not supplied

Cold comfort.

The government's comprehensive spending review gives the NHS a welcome cash boost. But unions say it will backfire without investment in the workforce. Nursing Times reporters gauge the prevailing mood.

Attitude of Health Personnel↗
PubMed1998

Factors which support effective worker participation in health and safety: a survey of New Jersey industrial hygienists and safety engineers.

Strategies for increasing worker involvement in health and safety are widespread and have received emphasis in various OSHA reform proposals; however, much remains unknown about the effectiveness of these strategies. This paper draws on a survey of more than 400 New Jersey members of the American Industrial Hygiene Association (AIHA) and the American Society of Safety Engineers (ASSE) which addressed a broad range of issues relating to health and safety conditions and practices, including the use of worker or labor/management health and safety committees (HSCs) and worker health and safety representatives. Stepwise discriminant analysis was used to explore the relationships between effective participation and variables which describe worksites and potential health and safety resources and barriers. Effective strategies for involving workers appear to be conditional on a number of variables, most importantly on worker activism and the effective use of formal union negotiations. Findings are consistent with studies from both the U.S. and abroad which emphasize the role of unions in shaping opportunities for effective worker participation.

Community Participation↗
PubMedDate not supplied

Union elections and the NLRB. The healthcare industry continues to challenge bargaining unit determinations.

In the healthcare industry today, unions and management must cope with a confused, contradictory, and often changeable body of law and National Labor Relations Board (NLRB) policy when unions attempt to establish themselves at a particular institution. More than 15 years ago, Congress amended the National Labor Relations Act to grant labor unions the right to organize employees of not-for-profit hospitals and other healthcare organizations. An election to form a union cannot be held, however, until the NLRB determines which employee classifications constitute an "appropriate" collective bargaining unit. Since 1974, labor and management have fought over this basic question before Congress, the NLRB, and the federal courts. One paragraph of congressional instruction to the NLRB, which stipulates that the board prevent "proliferation of bargaining units in the health care industry," has over the years been construed in widely varying ways by the board and the courts. Management has argued that two units should be the maximum number allowed as appropriate whereas unions have argued for more. Last April the NLRB established a rule allowing for as many as eight bargaining units at a particular institution, but three months later a federal district court issued a permanent injunction against the rule. The board has appealed the injunction, and as both sides await a ruling, dozens of pending hospital union election cases have mounted up. Nor does a decision by a court of appeals promise to resolve the issue.

Collective Bargaining↗
PubMed2000

Industrial emergency response training: an assessment of long-term impact of a union-based program.

BACKGROUND: The long-term impact of the United Automobile Workers' (UAW) Industrial Emergency Response Training on health and safety conditions and practices in plants is described. Two strategies are combined in this 24-hour training: the use of peer (worker) trainers and a participant-centered approach, the Small Group Activity Method (SGAM). METHODS: Impact was assessed through a telephone survey of 67 trainees conducted on average 16.8 months post-training. RESULTS: 74% of trainees reported using at least one of the provided written training materials after training. Of those reporting an accident in their facility after training, 88% said it was handled differently because of training. Trainees report that peer-trainers are more knowledgeable and communicate better than do other types of trainers. Trainees also reported that SGAM made training more applicable to their workplace. 98.5% of trainees like the methods utilized. CONCLUSIONS: Worker-trainers and SGAM are effective training methods enhancing the long-term impact of union-based workplace health and safety training programs.

Adult↗
PubMed2005

Running a successful campaign against unionization.

Unions, once rare in healthcare, are now targeting hospital employees as potential members. In an industry that has seen an increase in regulations, mergers and acquisitions, rising financial pressures, and changing working conditions, it is easy to understand why discontented employees are being targeted by unions now more than ever. Hospital leaders must look to lessons learned in other organizations to develop strategies that will ensure a successful campaign. In 2003, St. Louis Children's Hospital defeated the Missouri Nurses Association/United American Nurse with a 77% no vote. The authors describe an overview of unionization in healthcare and the strategies they used to successfully win this union election.

Attitude of Health Personnel↗
PubMed1988

Changes in resident physicians' collective bargaining outcomes as union strength declines.

This paper examines the effect of reductions in union bargaining strength on total compensation and compensation mix for resident physicians. The working conditions examined in this paper include hourly wages, life/health insurance, meals on the job, professional liability insurance, and employee grievance procedures. Data for resident physicians with and without collective bargaining agreements are examined for two distinct time periods. The findings suggest that as bargaining strength declined, resident physician unions were less able to deliver advantages in both total compensation and compensation mix. In addition, these unions were more willing to make concessions on fringe benefits than on wage earnings.

Collective Bargaining↗
PubMed1997

Trade unions and local bargaining in the NHS.

Examines some effects of NHS Trusts moving away at varying speeds from complex national arrangements for determining terms and conditions towards local bargaining. Notes that while there has been some research into the extent and nature of this decentralization, the impact on trade unions has largely been ignored. This research suggests that, far from marginalizing stewards, senior managers have involved them in joint discussions. Although there has not been a renewal of local trade unionism, there has not been a decline, as membership has held up. Moreover, stewards have coped remarkably well with their enhanced roles, even though faced with the increasing and conflicting demands of their work and their union duties, compounded by problems in obtaining time off work because of lack of cover.

Collective Bargaining↗
PubMed1979

Union impact on wages and fringe benefits of hospital nonprofessionals.

Union effects on the wages and fringe benefits of nonprofessionals are estimated for a sample of hospitals in three midwestern states. Survey questionnaire, personal interviews, and published data are combined to determine both the compensation gains of unionized workers and the "spillover" effects on nonunion workers in unionized hospitals. The results of this analysis suggest that overall union effects on total compensation are in the order of 6 to 7 percent for both groups.

Collective Bargaining↗