Union Environment in Police Organizations
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Relations between management and labor constitute one of the most important aspects of organizational behavior as workers seek to maximize their job satisfaction while management seeks to minimize costs. When workers perceive that they are treated fairly and that they have a good work environment, relations with management are often cooperative and concilitory. When workers are of the opinion that they are exploited by management, or that their concerns are not appropriately perceived by management, difficulties can develop. Unions are one tool that workers use to better convey their concerns to management. Unions have developed the strike, which is a legally protected weapon used against management. Unionization spread quickly through the private sector, but was less successful in organizing public sector employees. The right to strike that is protected for private sector workers is also prohibited to some government employees, including police officers, when public safety is at stake. This research examines the union environment within police organizations.Importance of Unions to Police Management Unions of one form or another exist in many police organizations. In some cases, police officers are represented by a national union, the Fraternal Order of Police (FOP); in other cases, police officers in a given department have their own association. Over time, unions evolve to the point where the union is working in accordance with the management team.
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he CPI) for 1989 and 1990. The agreement also provided for additional pay increases based on experience and for accelerated promotions to aid in competing for personnel with other jurisdictions in the metropolitan Washington, DC area. Prior to the settlement, salaries ranged from $22,895 to $38,702 (Ruben, 1988, p. 47).
In a contract settlement which demonstrates the union's ability to focus on non-wage issues, length-of-service pay allowances were adopted in a three-year agreement between the District of Columbia and the Fraternal Order of Police in 1987. The annual allowances, payable only to officers with 20 years of service, were intended to induce them to delay retiring. According to the city, 2,351 of the 3,880 officers on staff at the time would have attained the 20 years' pension eligibility requirement by 1992 (Ruben, 1988, p. 47).
Delaying retirement has two benefits to police agencies: it reduces pension payouts, and decreases the need to hire new officers. Pension payouts reduces the immediate cash flow necessary to cover the department's commitment to the pension fund, which can be a significant benefit to public agencies in these difficult financial times. Putting off retirement places less of a burden on th
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Approximate Word count = 2730
Approximate Pages = 11 (250 words per page)
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