QUESTION1:

Discussion: Grievance Process

In reality, the best grievance is one that doesn't materialize. However, grievances can happen for a number of reasons. Search online for a grievance procedure example to help with this discussion activity.

You are the fire Chief and a grievance has just been filed against you. When you discuss the matter with the local union steward, a firefighter in your department, you find the grievance was based on a change of working conditions. You, as the Chief, changed roll call from 8:00 am to 8:30 am with oneweek notice. Your justification was due to help alleviate local traffic patterns, an initiative the Mayor brought up at a town hall meeting. You feel having your firefighters start their shifts at 8:30 am will help the mayor's effort.

The union steward informs you that the labor relations manual states that a minimum of 30 days is required to change working conditions. But, you've already told the mayor about your new plan which started this morning.

Discuss the following in your initial reply. How did your grievance procedure example help you to resolve this issue? What pitfalls could take place? What are some potential management issues that could arise from the grievance process? How can the grievance process resolve conflict?

include a minimum of two references

QUESTION2:

Labor Relations in the Fire Service

Using your own organization as a source, answer the following questions about labor relations.

You may use a previous employer if you are currently not working.

1. Describe the status of your organization (union, non-union, combination career union, and non-union or volunteer). Analyze (your perception) the current attitudes of "labor" and "management" toward one another. Give two examples of why you believe this to be the case.
2. Determine what you believe to be the nature of a successful and positive relationship between "labor" and "management." Analyze what is required to achieve a successful and positive relationship. What is the relevance of these requirements to the status of your organization?
3. Too often, collective bargaining has taken on an adversarial relationship characterized by a win-lose mentality and positional bargaining. Analyze the consequences of such an approach for the union membership and the management team. Analyze how this climate impacts day to day communication, morale, and productivity.
4. Explain the potential impact, both positive and negative, labor relations can have in personnel management in the fire service.

include a minimum of two references