Qantas Case Study, Qantas Dispute

It is difficult to say what Pao’s experience would have been had she sought (or been able) to resolve the issue through private channels; Alternative dispute resolution in today’s non-union employment environment takes many different shapes. Despite this

I feel the labor relations system as currently constituted is effective for resolving disputes as long as both parties are committed to negotiating in good faith. Although, I feel the current system is effective a further explanation of the systems strengths and weaknesses will better explain the effectiveness of resolving

By outsourcing, Qantas is able to significantly reduce costs and maintain it’s competitive advantage. However this advantage also has a draw back, hundreds of engineers have also been cut from their jobs and have had their jobs given to people overseas. This puts a bad reputation on the name of the business as an Australian business will cut jobs from Australian workers and supple foreign workers with jobs. Families and friends of these workers may feel resentment towards Qantas and choose to travel with another airline instead resulting in a loss of customers. This strategy has been effective in reducing cost but has resulted in a reduction of quality and safety and led to a decreased business reputation resulting in a loss of customers and stakeholders.

LEGT2741 Assignment There are three main parties to this case; Flywell Ltd (F), the parent company, Jetover Ltd (J), the subsidiary, and the Australian Pilots Association (APA) which is representing the 200 pilots currently employed by J. F incorporated J as a wholly owned subsidiary of F and appointed four directors for J from the six directors of F. Two hundred of F’s pilots were made redundant and immediately rehired by J on lower wages and entitlement previously enjoyed at F. New pilots hired by F receive 20% more pay and entitlements for the same work than pilots of J.

SUMMARY On the night of April 7, 1998, the Patrick Stevedoring initiated its 'anti-union ' strategy whereby it sacked all 1400 permanent workers and 330 part-time workers, liquidated its stocks and locked out many of its docks. The bitter tension between the wharfies and security guards at the lockout were echoed through the disputes between Patrick Stevedoring, the coalition (liberal) government and the ACTU and the Maritime Union of Australia (MUA). The conflict arose from the two main issues of workforce productivity on the wharves and the role of unionism, particularly on the wharves.

The two main issues that caused the strike was, issues with pay and zero-hour contracts. They want their pay to go from 7.50 Pounds to 10 Pounds. As well they wanted to end zero-hour contracts. Zero-hour contracts are also known as casual contracts this means; they are on call to work whenever they are needed, you do not have to give them work, they do not have to do work when asked. They do still get

The issues between the union and the Magic Carpet Airlines are that the airlines do not pay their flight attendants duty rig pay, there is no job security, and they weren’t able to use their sick leave when they were sick. They did not agree with the way they had to give a five day notice to swap routes with other Magic Carpet Airlines flight attendants. Their major concerns were their direct wages, they wanted to be paid more and have duty rig, and have job security. These concerns were all determined by surveys that were mailed out to each of the union members, and flight attendants voicing their concerns.

1. Union movement timeline The airline industry is one of the largest and most innovative industries within the United States. Aside from the innovations for which it is reputable and which changed the world the US airline industry is also notable in terms of the developments registered at the level of collective bargaining. The lines below reveal a brief time line of the events after 1978:

REAGAN AND THE PATCO STRIKE OF 1981 On August 3, 1981, nearly 13,000 of the 17,500 members of the Professional Air Traffic Controllers Organization (PATCO) staged a walk out and strike. There were four main reasons the union members of PATCO decided to go on strike. First, to address the concerns by members who felt that their work was seriously undervalued and under-rewarded. The second reason was that the Federal Aviation Administration had neglected serious deficiencies in staffing and hardware reliability. Thirdly, their work week was unreasonably long, especially when compared to controllers overseas. The fourth reason for the strike was the FAA’s (FEDERAL AVIATION ADMINISTRATION) approach to management-union relations and the

The Boeing complaint has created a huge conspiracy theory. As we speak, the NLRB is looking into whether Boeing chose to create a manufacturing plant for its new 787 airliner in South Carolina in effort to penalize its unionized workers in Everett, Wash., which would be completely illegal. The National Labor Relations Board (NLRB or Board) released a complaint attacking the Boeing Company that created a war throughout the airline industry and further out. The complaint claims that many violations against the NLRA have been arousing due to Boeing’s decision to create a non-union 787 airliner production line located in North Charleston, South Carolina. The board is days, if not months, away from retaliation or taking action against Boeing. There was a hearing held on June 14, but no one has heard an ounce of its outcome.

The company took the trade union to court, demanding compensation for the strikes. The house of Lords ruled that the company was well within its rights to sue the trade union. Only an act of parliament could over rule the judgment and the conservatives refused to do so.

PROFESSIONAL AIR TRAFFIC CONTROLLERS ORGANIZATION V. REAGAN: THE STRIKE THAT HELPED SHAPE U. S. LABOR RELATIONS

WestJet: Building a High-Engagement Culture Executive Summary WestJet is facing an urgent problem. The pilots’ contract expires in two weeks’ time and the pilots are unhappy with the offer that has been presented. This has created conflict between management and the pilots as the pilots feel that too many things are being taken away. If a quick agreement is not reached, flights would be grounded, which would impact the bottom line and negatively affect culture. A collaborating approach will need to be applied in order to come to a swift resolution.

4. How did the deregulation of the airline industry in the late 1970s influence labor relations at Magic Carpet Air?

Collective bargaining is the process by which conditions of employment are negotiated between management, and the labor organization representing employees in the bargaining unit. However, “collective bargaining refers to a situation in which union members and officials meet with an intent to resolve any issues or conflicts, in an attempt