Source: Paul Fronstin and Sara R. Collins, EBRI Issue Brief, December 2006, No. 300
This report presents findings from the EBRI/Commonwealth Fund Consumerism in Health Care Survey, 2006, the second annual version of this survey. The online survey of 3,158 privately insured adults ages 21–64 was conducted to provide nationally representative data regarding the growth of consumer-directed health plans (CDHPs) and high-deductible health plans (HDHPs), and their impact on the behavior and attitudes of health care consumers.
Source: Gerald W. McEntee, Public Personnel Management, Winter 2006, Volume 35, no. 4
These are unprecedented times for public service workers and the unions that represent their interests. The largest of these unions is the 1.4 million member American Federation of State, County and Municipal Employees (AFSCME), AFL-CIO. In recent years, AFSCME has been thrust into the role of defending sweeping attacks on public employees and public budgets at every level of government.
Throughout its 70-year history, AFSCME has waged effective battles that have enabled public employees to join the ranks of the middle class—winning collective bargaining rights, facilitating the adoption of merit-based job performance systems, growing public employee pension plans, securing wage increases, and helping create a vibrant public sector that provides effective services to citizens and helps local economies realize their potential.
Today, much of the historic progress achieved by public workers is at risk. Ultimately, how successfully AFSCME and its fellow public unions meet five core challenges in the areas of privatization—fiscal limits, civil service reform and pension reform—will determine the future of America’s public sector.
Source: Thomas J. Calo, Public Personnel Management, Winter 2006, Volume 35, no. 4
This article examines the changing nature of employee and labor relations in the United States. A significant shift has occurred in the employee relations environment between the public and private sectors. As union representation in the private sector workforce has steeply declined, there had been a sharp and steady increase in third party representation in the public sector workforce. The reasons for these changes are explored.
The article goes beyond the issue of labor relations to the broader issue of positive employee relations in the workplace. Exploring employee relations from a behavioral science perspective, the article describes and discusses the psychological contract as an organizing framework for understanding and achieving positive employee relations in the workplace. The article also draws upon the author’s professional human resource experiences in the public and private sectors.
Source: Joseph Adler, Public Personnel Management, Winter 2006, Volume 35, no. 4
Of the approximately 20 million public employees in the United States, more than eight million are either members of or represented by labor unions—a penetration rate of just over 40 percent. What is remarkable about this phenomenal growth is that most of the expansion of union activity in government has occurred within the last 40 years, and almost mirrors the decline of union strength in the private sector.
The rise and fall of labor in the private sector is a backdrop to the growth of public sector collective bargaining. Explanations for the dramatic increase in government union activity can be explored from a number of different perspectives. Current public policy efforts to reform civil service and allow managers greater flexibility are seen by some researchers as having the potential to impact the ability of public sector unions to represent their members effectively.
Source: Joan E. Pynes and Brian Corley, Public Personnel Management, Winter 2006, Volume 35, no. 4
There is an unusual history of collective bargaining and deputy sheriffs in the state of Florida. While police officers have been allowed to unionize and collectively bargain since 1968, it has only been since 2003 that deputy sheriffs have been given that right. (Please note that despite the similarities in job duties, deputy sheriffs were not considered to be public employees for the purposes of collective bargaining.)
Source: Barry Rubin and Richard Rubin, Public Personnel Management, Winter 2006, Volume 35, no. 4
The failure to consider the collective bargaining relationship already established between labor and management constitutes a major deficiency in the research on collaboration, especially since labor unions are likely to play a significant role in organizational reform. The purpose of this research is to analyze the successful labor-management reform initiative in the city of Indianapolis using a model of collaboration developed by the authors.
Source: David B. Lipsky and Harry C. Katz, Public Personnel Management, Winter 2006, Volume 35, no. 4
Scholars have not taken adequate account of variation in the interest arbitration process in their research on the effects of interest arbitration on bargaining outcomes. There are two fundamental approaches to interest arbitration, which they term the “judicial prototype” and the “negotiation prototype.” The recent cases involving the Patrolmen’s Benevolent Association (PBA) of New York City and the city of New York illustrate the differences in these two approaches. There is a relationship between the arbitration prototype and the bargaining power of the parties. A party with greater bargaining power should prefer the negotiation prototype in interest arbitration. The New York City police cases—especially the effects of the attack on the World Trade Center on September 11, 2001—are analyzed to determine whether changes in the parties’ bargaining power affected their approach to interest arbitration.
Source: Joseph Adler, Public Personnel Management, Winter 2006, Volume 35, no. 4
Public Sector Collective Bargaining is a relatively recent phenomenon—its lifecycle can be traced to and indeed may be a lasting legacy of the “baby boomers” entering the public sector workforce in record numbers. Outside of a few traditionally union-friendly or politically progressive jurisdictions, union activity among government employees was virtually unknown and unheard of in the 1950s. During the next two-plus decades, however, union membership rates saw explosive growth so that by 1979 about 38 percent of public employees were either members of or represented by unions. Despite an occasional setback, public sector unions managed to stay close to this rate for the next 27 years. Ironically, the ascendancy of public sector unions almost mirrors the decline of private sector unions; at one time they represented more than one-third of America’s workers; today they represent less than nine percent.
At the initial stages of public sector union organizing there was a robust discussion among practitioners, researchers, and others concerning the changes unionization might cause to the body politic over resource allocation, the determination of public policy, the use of political pressure at the bargaining table and the role of the “public” in bargaining, plus the potential shift in power favoring unionized employees. Acceptance of collective bargaining in government has indeed resulted in changes both at the macro public policy/administration level, and the micro human resource administration level. It is hoped that this special issue rekindles the inquiry and debate both from an academic as well as a practitioner perspective.
Source: Bill Tait, Employee Benefit Plan Review, December 2006, Volume 61, no. 6
Few will argue that health care costs have increased at a record rate over the last few years in America. While much has been written on consumer-driven health plans, concerns still exist as to whether they are the best strategy for controlling health care inflation and ensuring appropriate utilization of and access to the health care system on a sustainable basis. The following are some of the most common myths about consumer-driven plans, along with the reality. 1. Consumer-driven plans are merely a cost-shifting strategy for employers to save money at the expense of their employees. 2. Consumer-driven plans force members to deny themselves necessary treatment because they have to cover more of the cost of care. 3. Prescription drug compliance rates for effective management of chronic illnesses, such as heart disease, will decline with the increasing prevalence of consumer-driven plans. 4. Consumer-driven health plans will attract “adverse selection,” with only younger, healthier consumers joining them.
Source: Chris Navarro and Cara Bass, Employee Benefit Plan Review, December 2006, Volume 61, no. 6
When employees call out sick, medical illness may not be the only reason keeping them out of the office. Paid time off (PTO) is one of the most expensive employer-provided benefits, yet many organizations do not have a firm grasp on how much employee absences are really costing them. Just as each organization is unique, so are the factors that influence the rate of employee absenteeism. Armed with absence data, organizations are able to take a rigorous look at absence trends to uncover anomalies and patterns, such as days of the week when absence rates are accelerated, certain departments that experience an elevated rate of absenteeism, or other issues, in addition to illness, that contribute to employees missing work. By removing the administration of absence and attendance policies with an automated process, HR professionals are able to focus on addressing productivity issues and improving morale.