Collective bargaining at west university
Personal and professional lives intersect.
Western university human resources program
They all concluded that these issues, while worthy of discussion, were adequately covered in our collective agreement and that further rules or policies were not required in this regard. So why was the issue such a concern in the round of bargaining at Western? We believe the new collective agreement has found such a balance. The first step is to demonstrate that a labor organization has support. The basic test is that all unit members have a "community of interest" in terms of job responsibilities, wage rates, benefits, and other common aspects of work. What was behind these proposals that which combined with other extreme proposals brought us perilously close to a faculty strike? On a campus numbering more than 35, people, this is hardly an epidemic and certainly not a crisis deserving of the draconian proposals made by the administration during the contract talks. Usually, authorization cards are presented to the National Labor Relations Board as evidence of the workers' desire to join a labor organization. Problems can arise, however, when these relationships overlap with academic or work-related relationships that involve supervisory roles, or power and status differentials, or when such relationships break down and have a consequent negative impact on others in the workplace. Regulation discouragement of such relationships, along with a requirement for disclosure and management , or 3. The outlandish language used by the administration in its proposals invited ridicule rather than a serious discussion of issues of mutual interest. Collective agreements, including those at Western, have long recognized these dynamics; contract articles such as conflict of interest, conflict of commitment, and discrimination and harassment set up processes for dealing with these situations both before and after problems emerge.
The parties also agreed that both union members and the administration would pursue further education and professional development around these issues. Outright prohibition. The outlandish language used by the administration in its proposals invited ridicule rather than a serious discussion of issues of mutual interest.
The faculty association communicated this view to the administration long before negotiations began. Yes, there have been a few cases of serious breaches of trust and sexual harassment in on-campus relationships.
Both sides further agreed the process for dealing with discrimination and harassment needed to be streamlined and its timelines shortened, for the sake of everyone involved. Collective agreements, including those at Western, have long recognized these dynamics; contract articles such as conflict of interest, conflict of commitment, and discrimination and harassment set up processes for dealing with these situations both before and after problems emerge.
While other articles in this issue of Academic Matters address its legal, social, moral, and ethical dimensions, we restrict our comments to recent developments at the University of Western Ontario and the repercussions on collective bargaining.
We also agreed that union members should be aware of the inherent risks in workplace relationships and should protect themselves, through timely disclosure and alternative arrangements for supervision, if they enter into such relationships.
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