Determination of location and size. The companies I`ve studied carefully consider the impact on employees and the chances of remaining non-unionized when choosing sites for new plants. Among the criteria used by a company are the quality of public schools and the proximity of a university – as well as the attitude of the region towards trade unions. Unionized workers may, for a number of reasons, have higher productivity than non-unionized workers. First, rising wages can lead to increased productivity. Second, union workers tend to stay longer on a given job, a trend that reduces the employer`s training and hiring costs and leads to workers with more years of experience. Many trade unions also offer vocational training and training programmes. My study found a series of nine attributes, guidelines and attitudes common among large non-union companies, against which managers of non-unionized and unionized companies can measure the effectiveness of their own personnel practices. However, the total number reported in LM-21 is only a small part of total industrial activity. This is partly because the U.S. Department of Labor is only accountable for those who are in direct communication with staff, meaning that a large number of law firms and advisors that conduct and oversee anti-union campaigns by training superiors to deliver scripted messages to their subordinates – but do not speak directly to workers – are not required to do so. report their work.
But advisors who are legally required to declare their work also do not have to bear a significant penalty for non-compliance with this requirement. Persons who do not submit reports will not be sanctioned; 26 As recently as 1980, the United States concluded that the consultants` report under the Reporting and Disclosure Act is a “virtual dead letter ignored by employers and advisors and not enforced by the Ministry of Labor.” 27 The companies studied use a large number of mechanisms to get the workers` point of view on different subjects. Hiring surveys “take the temperature” of the organization and respond to the evolving concerns of employees. Some companies regularly conduct “sensing sessions” or random interviews to understand employee feelings. Care in the context of traditionally union work. Many of the companies studied are also attentive to how they treat sensitive work – the work that unionized employees often do. Some companies make sensitive or strategic contracts to subcontractors. One company, for example, orders its printing works from subcontractors, while many of its unionized competitors exert their own pressure. Sensitive work is sometimes done internally, but by unionized employees of a subcontractor. Another important feature of the company is the close interdependence of owners and management. Two of the companies in my sample are privately owned and members of the founding family are still in management.