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Major Collective Bargaining Agreements:
Wage-Incentive, Production-Standard, and
Time-Study Provisions
U.S. Department of Labor
Bureau of Labor Statistics
1979
Bulletin 1425-18
Major Collective Bargaining Agreements:
Wage-Incentive, Production-Standard, and
Time-Study Provisions
U.S. Department of Labor
Ray Marshall, Secretary
Bureau of Labor Statistics
Janet L. Norwood, Commissioner
July 1979
Bulletin 1425-18
For sale by the Superintendent of Documents, U.S. Government Printing Office
Washington, D.C. 20402
Stock No. 020-001-02378-2
Preface
This bulletin is the eighteenth in a series of studies
prepared by the Bureau of Labor Statistics designed to
survey in depth the entire scope of collective bargain
ing agreement provisions. Other publications in the
series are listed near the back of this bulletin.
The objective of this bulletin is to provide informa
tion on provisions on incentive wage systems, produc
tion standards, and time studies. These provisions ap
pear in many agreements, although they largely are
confined to those in manufacturing industries.
For the study, nearly all collective bargaining agree
ments in the United States covering 1,000 workers or
more were examined, with the exception of those for
railroads, airlines, and government. The analysis does
not necessarily reflect practices under smaller agree
ments. All agreements studies are part of a current file
maintained by the Bureau for public and government
use as stipulated by Section 211 of the Labor-Manage
ment Relations Act of 1947.
The interpretation and classification of the agree
ment clauses appearing in this bulletin represent the
Bureau’s understanding and not necessarily that of the
parties who negotiated them. The clauses, identified in
an appendix, are for illustrative purposes only and are
not intended as model or recommended clauses.
This bulletin was prepared in the Division of In
dustrial Relations, Office of Wages and Industrial
Relations, by Homer R. Kemp, Larry T. Adams, Mary
Anne Andrews, and Linda H. LeGrande, under the
general direction of Winston L. Tillery, Project Direc
tor.
Material in this publication is in the public domain
and may be reproduced without permission of the
Federal Government. Please credit the Bureau of
Labor Statistics and cite Major Collective Bargaining
Agreements: Wage-Incentive, Production-Standard, and
Time-Study Provisions, Bulletin 1425-18.
Contents
Page
Chapter 1. Introduction...................................................................................................................................................
1
Scope of study...........................................................................................................................................................
1
Related studies.........................................................................................................................................................
2
Chapter 2. Incentive provisions........................................................................................................................
Types of incentive plans.........................................................................................................................................
Group or individual incentives............................................................................................................................
Changes in the incentive system..........................................................................................................................
Extending or withdrawing incentive coverage..................................................................................................
Penalty for defective work....................................................................................................................................
Underperformance...................................................................................................................................................
Incentive information to the union and employees..........................................................................................
3
3
4
4
5
7
8
9
Chapter 3. Rate-setting and resetting procedures......................................................................................................
Management rights.................................................................................................................................................
Lowered rates and earnings opportunities................................................................................................................
Union and employee rights...................................................................................................................................
Union role.................................................................................................................................................................
Incentive committee.................................................................................................................................................
Temporary rates.......................................................................................................................................................
Trial period...............................................................................................................................................................
Timing of challenges...............................................................................................................................................
Retroactivity........................................................................................................
Rates for new and transferred employees..........................................................................................................
Safeguards against loss of earnings......................................................................................................................
10
10
10
11
11
12
14
15
15
15
16
18
Chapter 4. Production standards...................................................................................................................................
Company policy and union-management cooperation..................................................
Installation and modification of productionstandards.....................................................................................
Production-standard information........................................................................................................................
Trial periods and temporary standards..............................................................................................................
Production-standards appeal procedures............................................................................................................
Allowances...............................................................................................................................................................
Discipline...................................................................................................................................................................
22
22
23
25
26
28
29
29
Chapter 5. Time-study procedures.................................................................................................................................
Conditions for time study.......................................................................................................................................
Conducting the time study.....................................................................................................................................
Selection and training of union time-studypersonnel.......................................................................................
Information to the union.......................................................................................................................................
Employee performance during time study..........................................................................................................
Length of time study...............................................................................................................................................
31
31
32
33
33
34
34
Tables:
Major collective bargaining agreements, 1977:
1. Unit or time basis of incentive payment, by industry.....................................................................
2. Group or individual basis for incentive earnings calculations, by industry...............................
3. Procedure in change to differentincentive plan...............................................................................
36
37
37
v
C o n te n ts — C o n tin u e d
P a g e
4. Extension of incentive coverage to existing jobs, by industry.......................................................
5. Extension of incentive coverage to new jobs, by industry.............................................................
6. Withdrawal of incentive coverage from existing jobs, by industry.............................................
7. Method for handling incentive worker underperformance...........................................................
8. Circumstances allowing management to change incentive rates, by industry.............................
9. Circumstances allowing union or employee to request a change in incentive rates, by industry
10. Union role in the rate-setting and resetting process, by industry.................................................
11. Role of incentive committee, by industry..........................................................................
12. Temporary incentive rates and conditions for permanent adoption, by industry....................
13. Transfers involving incentive workers, by industry........................................................................
14. New employee incentive ra te...............................................................................................................
15. Incentive earnings safeguards, by industry........................................................................................
16. Production-standard provisions, by industry..................................................................................
17. Employer rights relating to production standards, by industry...................................................
18. Union and employee rights relating to production standards, by industry...............................
19. Selected provisions relating to temporary production standards, by industry...........................
20. Appeal procedure relating to production standards, by industry.................................................
21. Limitation on appeal of production standards, by industry.........................................................
22. Production-standard or time-study allowances for abnormal working conditions, by industry............
23. Discipline or transfer for failure to meet production standards, by industry...........................
24. Method used to establish production standards and/or incentives, by industry.......................
25. Party or parties conducting time study, by industry........................................................................
26. Time-study information and union rights, by industry....................................................................
27. Selected employee-related time-study provisions, by industry.....................................................
38
39
40
41
42
43
44
45
46
47
47
48
49
50
51
52
53
54
55
56
57
58
59
59
Appendixes:
A. Selected wage-incentive, production-standard, and time-study provisions...........................................
B. Identification of clauses...................................................................................................................................
60
72
Chapter 1. Introduction
Management has been defined as “getting things done
through other people.” One of the problems manage
ment faces is that these “other people” may not always
be as motivated as management would like them to be,
particularly if their work is monotonous and repetitive.
To encourage employees to work harder, many com
panies have installed incentive systems under which
employee pay is directly or indirectly related to pro
ductivity. Such systems are not universally applicable
but are best suited to work that is repetitive, readily
measurable, and performed at a pace subject to control
by the worker or group. When installing a new incen
tive system, or introducing changes, the company or
dinarily studies and measures the jobs or operations
and establishes standards of output on which incentive
payments will be based. Standards, which often are ap
plied to nonincentive jobs as well, commonly are set by
time-study or other procedures that have been
developed by industrial engineers.
The present study examines incentive, productionstandard, and time-study provisions in collective
bargaining agreements. Such provisions have existed
for many years and, over time, often have evolved into
arrangements reflecting both the need for productivity
and the need for protection of employee and union
rights. The incentives and production-standards
systems under some agreements date back to before the
collective bargaining relationship itself; under other
agreements, they are the product of joint unionmanagement efforts.
The incentive concept always has been somewhat
controversial, and the policies and attitudes of neither
management nor unions are uniform. Some employers
reject incentive plans as too difficult and costly to ad
minister, or as creating friction among employees;
some unions recognize the advantages to be gained if
incentives result in higher pay and may desire their ex
tension to nonincentive workers. Unions sometimes ob
ject that incentive systems are poorly or unfairly ad
ministered, or that management claims the systems are
precisely established under “scientific management”
principles, leaving no scope for bargaining. These ob
jections often may be overcome by giving the union a
voice in the determination of the standards and rates
and in the administration of the plan.
Some unions have a more fundamental objection to
incentives, claiming that they are divisive, undermine
group solidarity, create undesirable competition
among employees, and contribute to excessive stress
and fatigue. Critics of incentive systems at times have
also pointed to them as "mecnanistic” devices, which
treat workers as machines who react only to increased
money rewards and ignore other human needs that
might be achieved through job enrichment or greater
participation in operating decisions. The effect of in
centive plans on the principle of “equal pay for equal
work” may be argued from either side. Proponents of
the plans can claim the principle is supported, since
employees with equal productivity receive equal pay,
while opponents can claim the principle is violated,
since employees with identical jobs, working the same
hours, receive unequal pay, if their productivity is un
equal.
That incentive systems can be successful under col
lective bargaining is evident from the large number of
such plans that have continued over many years. Most
of these are in manufacturing industries, where they ex
ist in nearly every major sector, and are particularly
common in the apparel and primary metal industries.
Scope of study
1
The agreements included in this study are based pri
marily on data from Characteristics of Major Collective
Bargaining Agreements, July 1, 1975 (Bulletin 1957),
for which more than 100 different types of provisions
were tabulated, including those on incentives and pro
duction standards. Agreements found to contain incen
tive or production-standards provisions, or both, have
been included in the current study, with certain adjust
ments: Agreements included in the characteristics
study expiring before January 1, 1976, were updated
or, in some cases, dropped; a few others were found to
be unusable, since, for example, employment had fallen
below 1,000.
Under the adjusted figures, 1,438 major collective
bargaining agreements were included in this study,
each covering 1,000 workers or more, or a large ma
jority of all agreements of this size in the United States,
excluding those in railroads, airlines, and government.
The contracts covered 6,982,900 workers, nearly half
the total estimated to be under collective bargaining
agreements in the industries studied. Of these, 749
agreements, covering 3,679,100 workers, were in
manufacturing; 689, covering 3,303,800 workers, were
in nonmanufacturing. All agreements were in effect
sions (Bulletin 1425-17)—is a more general treatment
of agreement provisions encountered in the administra
tion of wages and wage related procedures. Included
are discussions of various wage structures, wage
differentials, wage reopeners, allowances, and other
subjects. Two other bulletins in the 1425 series—Major
Collective Bargaining Agreements: Supplemental
Unemployment Benefit Plans and Wage Employment
Guarantees (Bulletin 1425-3), and Major Collective
Bargaining Agreements: Deferred Wage Increase and
Escalator Clauses (Bulletin 1425—4)—also provide
wage related data and analysis. Selected wage provi
sions in the private sector are tabulated by industry in
Characteristics of Major Collective Bargaining Agree
ments, July 1, 1976 (Bulletin 2013) and earlier
bulletins in the series. Wage provisions for public sec
tor agreements are tabulated by level of government in
Characteristics of Agreements in State and Local Govern
ments, July 1, 1975 (Bulletin 1947). A similar chapter
is also included in Collective Bargaining Agreements for
State and County Government Employees (Bulletin
1920).
January 1, 1976, with most remaining in effect during
1977 or later.
The agreements referring to incentives or production
standards were further examined for provisions
establishing the type of incentive plan, rules governing
the extension and withdrawal of incentive coverage,
changes in rates, establishment of temporary rates and
standards, time-study procedures, participation of
employees and unions in the plans, and other selected
provisions. The clauses presented in this bulletin were
selected to illustrate either typical procedures or varia
tions in the way negotiators handled specific issues.
Where necessary, minor editorial changes were made
to improve clarity or to eliminate irrelevant wording.
All clauses are numbered for reference to the agree
ments from which they were taken and are identified in
appendix B. A small number of complete provisions
are presented in appendix A, to show how the various
clauses fit together.
Related studies
The preceding bulletin in this series—Major Collec
tive Bargaining Agreements: Wage Administration Provi
2
Chapter 2. Incentive Provisions
allowances for rest, personal needs, and minor delays.
Under most standard-hour plans, employees are cred
ited with additional earnings for production exceeding
the standard. Many agreements do not clearly indicate
whether the applicable system is piecework or a form of
standard-hour plan.
Contracts containing standard-hour plans, or a com
bination of standard hour and piecework, appear in 31
percent of the agreements. (See table 1.) Standard-hour
clauses often are found in primary metals and other
Steelworkers agreements:
Of the 1,438 agreements examined, 442 contain pro
visions for incentives. (See table 1.) Agreements having
incentive provisions are common in manufacturing, as
opposed to nonmanufacturing industries, with almost
100 percent in apparel; 87 percent in primary metals;
88 percent in rubber; and 64 percent in electrical
machinery industries. Many jobs in these industries in
volve repetitive operations whose output is accurately
measurable.
Types of incentive plans
Basically, incentive systems are either piecework or
some type of standard-hour plan. Piecework, the
simplest system, pays the individual a set “price” per
unit of output. A minimum or base rate usually is set,
and employees producing below or at the base rate
receive the minimum; faster workers receive more.
Normally, the rate is set to permit the average ex
perienced operator working with normal efficiency to
earn well above the base rate. Piecework provisions ap
pear in nearly 3 out of 5 agreements establishing incen
tives and are particularly common in apparel contracts:
(1) Determination of piece rates is a function of
management.. . Piece work earnings shall be calcul
ated on a daily basis. The piecework daily production
record will be available to the individual employee in
the employee’s department on the day following . .. .
(2) In some of the local plants, operations on certain
classifications are now covered by incentives which
provide for payment of supplementary piecework rates
applied to units of production, in addition to hourly
rate payments for the time worked. The parties may
agree at the local level that this type of incentive may
be applied on piecework or incentive classifications or
operations which presently do not have such incentive
coverage, or to newly-established piecework or incen
tive classifications or operations.
(3) All incentive workers will receive an amount of in
crease in piece work rates which will be the equivalent
of 35^ per hour on plant average earnings.
(4) All operators, machine pressers, under pressers and
finishers shall work on a piece work basis . . %.
The standard-hour plan has many variations and is
usually based on time, rather than money, per unit or
output. The standard, often expressed as 100 percent,
refers to the amount of work of specified quality which
an average experienced employee can produce in an
hour, working at normal performance with proper
(5)
(6)
The standard hour incentive plan is based on the
principle of “a fair day’s pay for a fair day’s work,”
and provides for increased earnings directly propor
tional to increased output above the incentive stand
ard recognizing that a normal, qualified employee
working according to the prescribed methods and con
ditions can consistently perform at an incentive pace
and improve his output of acceptable production over
the incentive standard.
The establishment of an incentive standard is based
upon a qualified worker performing in accordance
with company prescribed methods and quality re
quirements exerting normal effort, and includes
allowances for personal time and other allowances as
set forth in this agreement. “Normal” is the 100 per
cent pace to which the Industrial Engineering Depart
ment levels work time by time study or by the applica
tion of standard data compiled on the basis of the same
100 percent pace. Incentive operators are afforded an
earning objective above normal of 25 percent of
manual time elements based on the principal of 1 per
cent of increased earnings above the standard hour
base rate for each 1 percent of incentive output above
normal. The company does not guarantee the earnings
objective nor is there any restrictions on earnings on
work assignments for which an incentive standard has
been established.
The standard hour incentive plan is operated on the
principle that the normal non-incentive performance
expected of average employees skilled in their
assigned tasks is 100% performance. Performance
beyond 100% is compensated for on a one for one
principle and potential earnings on incentive work
time where the operator is not limited or restricted by
process or machine time is expected to produce 25%
or more above standard.
(7) Under the standard hour incentive plan, standards
will be expressed in terms of time. The standard hour
is the unit measurement for work performed. A stand
ard hour is defined as the amount of work of the
3
and bench operations. On other jobs the employees
work as members of a group against a group rate, such
as on assembly lines. In either case, the employees
receive all of the labor savings as extra pay earned on
incentive. In other words, all labor cost savings pro
duced by performance over the standard goes to the
operators as their reward for extra effort.
specified quality which a qualified employee will pro
duce in one hour, working at the normal performance
rate of 100 percent under normal working conditions,
with proper allowance for rest, personal needs and
minor delays.
Group or individual incentives
Earnings opportunities under incentive systems may Changes in the incentive system
be based on the output of either an individual or a
Because of changes in technology, methods of pro
designated group. Individual incentives are most ap duction, or products, it may become desirable or neces
propriate where each employee’s work can be sepa sary to change the type of incentive plan; e.g., from in
rately measured, and where operations are relatively dividual to group, or piecework to standard hour, or to
independent; i.e., available work is not greatly de a different standard-hour plan.
pendent on the output of other employees. Group in
Management ordinarily prefers flexibility of opera
centives, on the other hand, are most appropriate for tions, including a right to change an incentive plan that
“crew” operations in which a number of employees has become inappropriate or inefficient. However, the
work together in completing a task. Here, group rather company’s right to introduce a new type of plan, or ma
than individual output is measured, although workers jor changes in the current one, may be limited by the
within the group may still receive differential earnings, agreement.
depending on the degree of skill or responsibility.
A relatively small number (68) of agreements studied
Some agreements offer individual earnings for some refer to changes in the type of incentive system. (See ta
jobs, such as machine operations and bench operations, ble 3.) The unilateral right of management to institute
and group earnings on other jobs, such as assembly line modification, or a different plan, sometimes with no
work.
recourse to the grievance procedure, is found in 38 per
Some incentive systems may distinguish between cent of the provisions:
direct and indirect incentives. Direct incentives are re
lated to measurable output of production workers; in
. . .The parties agree that the plan in its entirety
direct incentives are paid to such employees as material (12) shall
be determined and administered solely by the
movers and maintenance workers, whose work tends to
employer and the employer reserves the sole and com
increase indirectly with increased output.
plete right to determine whether this plan shall be con
tinued, amended, modified or terminated as to any
Most agreements do not specify whether incentives
department or group of employees at any time during
are individual or group. Of the 180 agreements that
the term of this agreement and such determination
refer to the subject, 9 percent establish individual in
shall in no way be the subject matter of negotiations,
centives and 36 percent, group incentives; the re
grievances or in any way construed as a negotiable part
of this agreement.
The employer agrees that the plan, along with any
changes or amendments, shall be made known to the
employees and union representatives.
mainder refer to both. (See table 2.):
(8)
Incentive earnings on individual piecework prices
shall be computed daily or at the end of the job,
whichever occurs sooner, and in no case shall an
employee’s incentive earnings on individual piece
work prices on any day or on any job be affected by
such employee’s earnings on the previous day or on the
previous job.
(9)
In the application of the wage incentive plan to
assignments, the company will establish such wage in
centive groups as it determines are required for such
purposes. It is recognized that following the establish
ment of a wage incentive group, the efficient operation
of the business may make it advisable for the company
to increase or decrease the number of employees
therein or to withdraw or replace the employees
assigned thereto.
(10) W herever, possible, the incentive shall be
established on an individual basis. In many instances,
however, the individual’s efforts are so closely con
nected with the efforts of others that it is impractical to
establish a personal measure for him. In these cases,
group incentive should be used.1
(11) On some jobs the employees work as individuals
against their own rate, such as for machine operations
More than half of the 68 clauses provide for union
and management to negotiate changes in plans. Under
Western Electric agreements, if negotiations are not
concluded within 90 days, the company may introduce
the new plan and negotiations will continue:
(13)
(14)
4
The introduction into the shop of any member of the
association of a piece work or other incentive system
of wage payment for the purpose of increasing produc
tion and increasing the earnings of workers, if
mutually agreed upon by the said member of the
association and the union, shall not be deemed in
violation of this agreement. This paragraph shall apply
to changes in existing systems of wage payment as well
as the introduction of new systems.
%
Any wage incentive plan, other than that herein pro
vided, may be introduced by the company when and
where in its judgment it is desirable to do so. Such
wage incentive plan will be negotiated with the union
and covered in a supplementary agreement. If negotia
tions are not concluded within ninety (90) days after
the company proposes the introduction of such wage
incentive plan, the company may, if it elects, introduce
the plan as proposed. It is agreed in such event that the
plan will conform with company policy. If the comp
any introduces such wage incentive plan without
reaching agreement with the union, it is understood
that negotiations between the parties on the supple
mentary agreement will be continued.
(15)
Of the remaining clauses, most provide that exten
sion of incentive coverage is subject to joint unionmanagement determination. A small number of clauses
also give the employees who would be affected by the
change voting rights or some other role in the decision
to extend an incentive plan:
The company may during the life of this agreement
develop a new wage payment plan or plans for present
incentive operations. The company will advise the
union of all steps it proposes to take during the
development of the plan or plans. However, such wage
payment plan or plans as developed by the company
may be applied to any employee or group of employees
only after notice to and consent of the union. . . .
Extending or withdrawing incentive coverage
Incentive-earnings plans seldom are appropriate for
all operations in a bargaining unit; consequently, many
employees under agreements referring to incentives
work under a nonincentive or “daywork” pay system.
Over time, one or both parties to the agreement may
find it desirable to extend the incentive plan to addi
tional jobs, or to withdraw the plan from jobs currently
under the plan. For example, changes in job content
may render an operation more suitable, or less suitable,
for incentive payments. The addition of measurable
and repetitive elements to a daywork job may suggest a
change to incentive coverage; if, on the other hand, a
repetitive job becomes highly automated, leaving the
operator little or no discretion over the pace of produc
tion, an incentive plan may no longer be justified.
Changes in employer or union policy, employee at
titudes, the differentials between profits from addi
tional output attributable to incentives, and the cost of
administering the plans, also may influence decisions
on the plans.
The company shall have the right to continue pres
ent incentive systems and to establish new systems
which permit the employees to earn additional
amounts over guaranteed job rates.
(17)
Incentive system—hourly-rated employees in cer
tain job classifications are eligible for increased earn
ings dependent on individual group productivity.
Determination of incentive earnings shall be made ac
cording to procedures described in the Manual of
Time Study Procedures. The company shall have the
right to extend incentive system coverage to any un
covered section or department whenever such exten
sion is considered desirable.
The present incentive system will be continued.
However, a joint Management-Union Committee shall
study the possibility of unifying the two plans presently
in effect under the former agreement, and will study
additional jobs in the plant to expand on the incentive
system. No changes shall be made in the present system
without mutual agreement of the Joint Committee.
This committee shall meet within 30 days upon call of
either party.
(19)
... Whenever the company proposes to the union
that incentive rates be applied to operations on an
hourly rate method of pay, the company will furnish
and discuss in detail with the Business Agent, the
Department Chairman, and the Committeemen of the
Department involved, the proposed incentive applica
tion including the standards, the proposed work
assignment, the proposed earnings and its effect on the
employees involved in terms of displacement or
transfers, so that the union and the employees will un
derstand the full import of the proposed change. . . .
If the local union does not agree to recommend to
the employees that the operation in question should be
placed on incentive, the matter may be referred to the
national officers of the union and to corporation
officials in an effort to reconcile the differences.
After such discussions with the union the company
may, if it so elects, convene a meeting or meetings of
all the employees on the operation on which the com
pany proposed the changes, for the purpose of making
a detailed explanation of its proposal. The shop com
mitteemen and the business agent shall be present and
participate in any discussions which may ensue.
The company may, if it elects, request the union that
a ballot be taken to determine the wishes of the
employees on the operation as to whether they agree to
the application of incentive. The union agrees, if such
a request is made, that it will conduct such a ballot and
that it will notify the company of the number of votes
cast for and against the proposal . . . .
Both parties agree to be bound by the results of any
such balloting and no new proposal with respect to the
same operation nor any resubmission of the proposal
voted upon may be made within a 12 months’ period of
the date of the last balloting, unless the parties other
wise agree... .
Extension of coverage. Provisions referring to extension
of incentive coverage appear in 42 percent of the agree
ments dealing with incentive systems. (See table 4.)
Nearly three-quarters of these provisions establish the
action as solely the right of management:
(16)
(18)
It sometimes is the stated policy to extend the incen
tive plan to cover as many jobs as possible, or practica
ble. To allay employees’ fears of possible pay reduc
tions, clauses may state that changes from nonincentive
to incentive status will provide employees with earn
ings opportunities at least as great as previously
afforded:
5
(8)
(20)
It is the intention of the employer to establish piece
work prices on jobs wherever practical. When a non
incentive job is changed to incentive, an incentive
“hourly day rate” will be assigned to such a job, which
will afford an incentive earning opportunity
equivalent to or greater than the previous non-incen
tive rate.
practical, and (ii) apply incentive standards to new or
revised operations, which are suitable for incentive
application as soon as possible and practical after
work on such operation is begun. . . .
Withdrawal or exclusion from incentive plans. Clauses
referring to the withdrawal of jobs from incentive
systems appear in 24 percent of the agreements
establishing incentives. (See table 6.) In practice, a
change from incentive to nonincentive work may apply
to a single job, or to the elimination of the entire incen
tive system of wage payment. As in extension of incen
tive systems, most clauses referring to withdrawal leave
the decision to management:
The company shall have the right to change the basis
of payment from hourly rates to piece rates or viceversa. Piece rates on changes from hourly rates shall
be set to enable the operators to average at least the
amount of the hourly rate from which changed. Such
changes will be subject to the same rules as set out in
Section 3 on new and changed operations. An objec
tion to a rate by the union shall be checked and
answered as promptly as possible by the company. If
for any reason there is to be an unusual delay, the local
union shall be advised.
New jobs. In many industries, particularly those with
rapidly changing products and technologies, new jobs
constantly are created and old ones eliminated. The
new jobs must be properly classified and integrated into
the wage rate structure. If an incentive system is in
effect, the decision to include or exclude new jobs from
the system is necessary.
Of the agreements referring to incentive systems, 23
percent also refer to the treatment of new jobs.1 (See ta
ble 5.) Nearly half of the clauses leave the decision on
establishing new jobs as incentive or nonincentive up to
management:
(21)
The company, at its discretion, may establish new
incentive plans to cover new jobs on which the com
pany is not required to establish incentive jobs not pre
sently covered by incentive plans. . . .
(22)
. . . The company, at its discretion, may establish
new incentives to cover: (a) new jobs; (b) jobs not pre
sently covered by incentive applications; (c) jobs
covered by existing incentives where, during a current
3 month period, the straight-time average hourly earn
ings of the employees under the plan are equal to or
less than the average of the hourly rates of such
employees.
The company may establish new incentives to
replace existing incentive plans when they require
revision because of new or changed conditions result
ing from mechanical improvements made by the com
pany in the interest of improved methods or products,
or from changes in equipment, manufacturing proc
esses or method, materials processed or quality or
manufacturing standards.
(23)
The wage incentive plan herein described provides a
method of determining the payments to be made to
employees in accordance with the definitions, terms
and conditions herein set forth. This plan may be ap
plied by the company to any assignment whenever it
determines that the same may be appropriate for such
application. The application of this plan to any assign
ment may subsequently be withdrawn by the company
whenever it determines that the same no longer is ap
propriate for such application.
(6)
The company recognizes the principles of incentive
work; however, employees are not guaranteed incen
tive work and the company does not guarantee that any
operations which are presently on an incentive basis or
any operations which are put on an incentive basis in
the future will remain on an incentive basis during the
term of the contract.
(24)
It is agreed that under any incentive system
established by the company no employee shall receive
less than his base hourly rate of pay.
The sole right to establish, administer, and termi
nate incentive bonus plans, and the right to determine
the work to which the plan shall be applicable, and to
establish rates and prices for such work, is reserved
exclusively to the company; except the company ex
pressly agrees that for the duration of this agreement it
will not cut or reduce incentive rates presently in
effect wherever such incentive bonus plan is used. At
the discretion of the company any operation may be, at
any time, included or excluded from the plans and
working places and may be started or stopped at the
conclusion of a given contract in accordance with the
company’s needs or requirements. . . .
In a minority of the provisions, approval of the union
or the affected employees is necessary for a change to
nonincentive operations. Some multiplant agreements
leave the decision to the local parties:
. . . The company . . . agrees that maintenance and
extension of the coverage under the incentive system
will be provided to the maximum practical degree,
and that to this end the company will (i) develop and
install incentive applications whenever and wherever
(25)
1 The figure may be understated, since clauses referring to the
extension of incentive systems may not specify new jobs but be in
tended to apply to them.
(14)
6
... (a) In addition to basic hourly rates, wage incen
tives will be paid in certain departments on the same
basis as heretofore subject to being removed on 60
days’ written notice to the company and subject to a
majority of the employees involved and their Shop
Steward, if such steward is employed in unit involved,
voting in a closed ballot to remove same at the end of
said period. Subsequent votes may be held in like man
ner on like notice to remove same. Only those
employees who have been working in the shop at least
30 calendar days prior to the election shall be eligible
to vote.
(b) Incentive plans may be installed in additional
shops or departments exclusive of maintenance and
construction subject to being removed by a vote to that
effect by a majority of the employees involved and
their shop steward, if such steward is employed in the
unit involved conducted 60 days after receipt of peti
tion of the employees in the unit involved or being
removed at a subsequent time. . . .
(c) Following the removal of an incentive plan in a
shop or department under either (a) or (b) above, the
company will not again install an incentive plan in that
shop or department for a period of 12 months except
by mutual agreement. After 12 months, the company
may again install an incentive plan under the condi
tions of(b)above....
(26)
After the effective date of this agreement, a job that
has traditionally been known as a day-rate job shall
not be transferred to an incentive system of pay nor
shall a job that has traditionally been known as an in
centive job be transferred to an hourly rate except by
agreement between the company and the union, or as
the principle is modified in a local supplementary
agreement.
(27)
The installation or abolition of an incentive plan
will be subject to local agreement.
loss if the damaged product or scrap is entirely due to
faulty materials or machinery.)
Of the 442 incentive provisions, 57 or 13 percent
deal with the question of defective work. Many clauses
of this type are in the nonelectrical machinery industry :
If the company discontinues an incentive system, it
shall negotiate with the international union the buy
out method that shall be used for discontinuing the
system. If the company and the international union are
unable to agree upon the amount or method of buy
out, this matter shall be submitted to arbitration upon
the request of either party.
Penalty for defective work
Under an incentive system, the emphasis is on quan
tity of output; at the same time, a careful check of
quality must be maintained. An incentive worker may
be exceptionally fast, but produce excessive amounts of
damaged goods or scrap. Some output may be a total
loss, and other output may be reworked or marketed as
“seconds.” If the employee is at fault, the spoiled
materials usually will not be counted in computing in
centive earnings. (The company, however, bears the
Employees will be credited only with acceptable
quality work performed and will be notified of the oc
currence of faulty, scrap or rejected work, that an ad
justment will be made from the nearest weekly pay
period following the determination of such faulty,
scrap or rejected work. Standard hour value for the
faulty, scrap or rejected work shall be deducted from
the employee’s daily total earned hours, except in no
event will these adjustments reduce his earnings below
his daily guarantee. Charge for faulty, scrap or re
jected work must be due to carelessness or negligence
on the part of the operator involved.
(30)
Incentive earnings will be paid only for good and
acceptable work completed. When defective work is
produced and where it can be determined that an
employee has produced faulty work due to careless
ness or faulty workmanship, the time taken for such
work will be included in the employee’s taken time
and the faulty or defective units produced deducted
from his credited production against the established
incentive standard, thus reducing incentive earnings
for that period accordingly. . . .
The employee charged with producing defective
work or scrap might be paid at the guaranteed or day
work rate. Rarely, the cost of correcting the work is
deducted from the guaranteed rate. Some clauses, as a
protection, give employees the right to examine the bad
work or scrap, or limit the time during which penalties
can be imposed:
The complete termination of an incentive system
seldom is mentioned in an agreement. Under some pro
visions, however, management’s right to decide on jobs
eligible for incentive coverage could lead to elimina
tion of the incentive plan. A few agreements are more
explicit. A “buyout” arrangement may be negotiated,
which usually compensates incentive workers for pay
losses resulting from a change to a nonincentive pay
system:
(28)
(29)
(31)
All labor performed by the utility employees,
simonizers, polishers and washers on either a flat rate
basis or an hourly rated basis, which is found to be un
satisfactory labor, shall be done over in a satisfactory
manner by the employee or employees, doing the work
in the first instance without further pay or charge
therefore. Time consumed on work done over shall be
deducted from the minimum weekly guarantee. In the
event the employee doing the work in the first instance
is absent, the amount paid the employee doing the
same work over will be deducted from the first
employee’s weekly pay, not to exceed the original
amount paid.
(18)
...W hen an employee working on an incentive
operation produces spoilage which is the fault of such
employee, his/her incentive earnings on such opera
tions shall not include credit for such spoilage, and the
adjustment will be made from future incentive earn
ings provided the spoilage is detected within 30 days
after such work is completed.
A reduction in earnings is not the only penalty that
may be imposed for inferior work. Repeated offenses
sometimes will lead to disciplinary action, or outright
dismissal:
7
(32)
An employee shall be responsible for the correctness
of his work and the allowed hours will not be paid for
work improperly performed. However, the company
will not charge the worker for scrap. It is further
agreed that the repeated making of an inordinate
amount of scrap or improper work which is the
worker’s fault, may be just cause for dismissal. An
employee shall not be responsible for, or suffer a loss
of incentive earnings on, work performed per specific
instruction by a supervisor when such work is subse
quently found faulty.
(33)
When an employee is charged only with inefficiency,
such employee and the union shall have 10 work days
written notice thereof. If the inefficiency shall not
have been corrected within 10 work days from the
period of said notice, such employee (if hourly-paid)
may be subject to discharge. This discharge shall be
subject to the grievance procedure. If such employee is
a piece-worker and, if the inefficiency shall not be cor
rected within an additional 4 weeks, the employee
shall be subject to discharge. During this 4 weeks
period the employee may elect to stay at his or her
machine or move to another. The 4 weeks period will
only be counted when the employee in question is
doing his or her type of work. Repetition of the same
cause of complaint within 60 calendar days, shall be
reason for discharge. After 60 work days from the date
of the written notice, if no further action has been
taken, such notice shall expire and become void.
(34)
An experienced employee whose lack of normal
effort causes his earnings to fall below the bottom of
the rate range, which is the 80 unit hour, shall be
subject to the disciplinary procedure. When the union
and the company agree that an employee is unable to
perform the job in the normal manner because of a
lack of ability (lack of ability means never having
made over the 80 unit hours in that particular job
classification) the company will attempt to find a job
that said employee can perform efficiently in line with
his seniority, qualifications and ability. Failure on this
succeeding job would result in this employee’s ter
mination.
Underperformance
A worker may fail to produce enough, under an
established incentive system, to exceed the minimum or
guaranteed level, or exceed it by very little. This may
be because the worker lacks manual dexterity or has
failed to master the needed skills. It occasionally may
be deliberate—the result of some real or imagined
grievance. This underperformance defeats the purpose
of the incentive concept and is explicitly dealt with in
10 percent of the agreements referring to incentives.
(See table 7.)
Although specifically mentioned in a minority of the
clauses, it may be assumed that an investigation is
generally necessary to determine the causes of the poor
performance and the remedy. If all or most of the
operators consistently fail to earn incentive bonuses,
the fault may lie with the incentive plan rather than
with the operator. The company may enlist the union’s
cooperation in the investigation and may defer dis
ciplinary action until the study is completed:
(20)
(10)
Occasionally, employees are permitted to underper
form, usually by mutual consent of company and union.
If it is determined that underperformance is deliberate,
rather than the result of inadequate skills, the company
may be allowed to withdraw the guaranteed or
minimum rate. Agreements also may make exceptions
for handicapped or older workers who cannot work at
the usual pace and are willing to accept reduced earn
ings:
Where new or changed operations, conditions,
change in method, machinery or materials are in
troduced into the factory, the existing applicable class
wage shall continue in effect, but the company shall
have the right to adjust the piece rate. If, after a
reasonable learning period, the operators thereon fail
to reach the established level of earnings on the job,
the company and union, at the request of either party,
shall make a joint investigation to determine the cause
of such failure, since, under the foregoing circum
stances, a maintenance of level of earnings can nor
mally be expected. In the event the parties cannot
agree, the matter may be grieved and may be submit
ted to arbitration.
(35)
Whenever an employee or group of employees are
obviously failing to put forth reasonable effort and are
engaging in unjustifiable reduction of production
while a wage guarantee is in effect, the president of the
union or his official representative will be notified by
the Labor Relations Department. Upon receipt of such
notification, the president of the union or his official
representative will make an immediate effort to cor
rect the failure of the employee or group of employees
to put forth reasonable effort and to discontinue the
unjustifiable reduction of production. At the expira
tion of 48 hours from the receipt of such notice, if it is
apparent that reasonable effort has not been restored
and employees are continuing in an unjustifiable
reduction of production, the president of the union or
his official representative will agree that the guarantee
should be withdrawn, and the company may then with
draw the guarantee.
(36)
No piece worker shall receive less than the craft
minimum except those who are deficient in production
by reason of their age or physical condition or other
Incentive earnings shall be unrestricted, however,
abnormal earnings may be investigated in accordance
with the provisions of the wage plan agreement. No
disciplinary action will be taken by the company with
respect to such abnormal earnings until such investiga
tion is completed.
The results of the investigation may indicate what
further measures should be taken; for example, a
transfer of the employee to a nonincentive job, further
training, or settlement of the employee’s complaint.
Continued inadequate performance often can result in
discharge:
8
wise substandard for good and sufficient reason. The
wages for such employees shall be agreed upon be
tween the employer and the union.
(37) Upon the prior consent of joint council ... an
employer may pay a piece work operator who is
deemed substandard in production a wage below the
minimum for operators. . . . Such consent may only be
granted after investigation by joint council upon the
written application of the employer which shall con
tain the name and record of any operators the
employer wishes to designate as substandard and pro
vided further that, in the opinion of joint council, the
following prerequisites have been fulfilled:
i) that the operator is receiving a fair and proven
piece rate in that section; and
ii) that operators doing the same work at the same
rate are earning average wages which are sub
stantially above the craft minimum; and
iii) that the operator for whom the substandard
designation is requested has not been moved
from operation to operation, and has received
a fair share of regular and familiar work.
(38)
Employees whose earnings are substantially below
the average for their particular operation or section
and who have demonstrated that they are unable or
unwilling to attain the average of the section or opera
tion are exempt, if the employer and the union
mutually agree.
Communication is essential to the successful opera
tion of grievance procedures, seniority systems, or
nearly any other system set up under an agreement, and
the incentive plan is no exception. Possibly because
many negotiators accept necessary information flow as
a “given,” it is often not formalized in the agreements.
Of the 442 agreements citing incentives, fewer than 40
percent (174) require the employer to provide specific
incentive information to the union.2
(28)
The company will supply the international president
of the union with a copy of its incentive systems and
other necessary and pertinent information which may
be requested. Any such incentive systems, and any
future revisions thereof, shall be in accordance with
the provisions of Section 1 of this Article. If the inter
national union finds that the company’s incentive
system does not meet the provisions of Section 1 of this
article, it may review the incentive system with the
company.
(40)
In the month of November of each year the
employer shall furnish the union with two lists (one
copy to the union office and one copy to the union
steward) of the hourly rates and piecework rates paid
to the employees subject to this agreement. At the same
time the employer will post in the appropriate depart
ments the piecework rates and minimum hourly rates
applicable to those departments. Within 2 weeks after
any changes in such hourly rates or piecework rates,
the employer shall post any such changes in the ap
propriate departments and forward two copies of such
changes to the union (one to the union office and one
to the union steward).
(41)
With each pay check each piece worker shall be sup
plied with a record that discloses in detail the informa
tion contained in the company’s original payroll
record pertaining to such worker’s earnings, including
the style number or numbers, the operations per
formed, the original rate (not including any correction
thereof) for each operation, and the number of units
produced. On demand, piece work records shall be
made available promptly to the workers or an
authorized union representative so that they may
review the accuracy of piece work workers’ pay com
putations.
(42) Piece rates, bonus rates, incentive rates, and/or
values will be posted at all times, and daily earnings
posted as promptly as possible after the work is com
pleted.
(16) Incentive rates shall be made available for inspec
tion by the employees affected in the various depart
ments.
Workers
Agreements (thousands)
2,880.2
442
831.7
174
131
585.6
The specified information varies, and often includes
the details of the incentive plan, the current incentive
rates, or changes in the rates:
2 The prevalence, limited to required information, excludes
some agreements under which the union participates in establishing
or grieving incentive rates, but which do not require specific infor
mation.
The company will explain to the union committee
involved the details of the new or revised incentive or
extra pay plan.
The proportion of agreements calling for information
to the employees is somewhat smaller—just under 30
percent (131) of the incentive provisions. A require
ment for posting incentive rates frequently appears in
agreements. Individual employees often are provided
information on expected output, computation methods,
or payroll records:
Incentive information to the union and employees
Total with incentive provisions
Incentive information:
To union
To employees
(39)
9
Chapter 3. Rate-Setting and
Resetting Procedures
The average duration of major collective bargaining
agreements is nearly 3 years. During this time, many
events are likely to occur that affect day-to-day incen
tive operations. For example, the nature of an incentive
job might change, making the applicable rate inap
propriate for the revised job. Therefore, labor and
management often negotiate procedures under which
the company, union, or employees may effect, negoti
ate, or request appropriate changes during the term of
an agreement. (See tables 8 and 9.)
(45)
A permanent established rate may be changed to
correct an arithmetical or clerical error in setting the
rate. Such rate change may be made at any time the er
ror is disclosed, up to 1-1/2 years after the erroneous
rate was set. The question of whether an error is
arithmetical or clerical shall be subject to arbitration.
Permanent rates, once established, will not be in
creased or decreased, unless such action is justified by:
Change in material
Change in tool or equipment
Change in methods
Change in quality standards
Change in feeds and speeds
Change in design
Change in job by adding to, or removing work.
(46) A wage incentive rate or allowance will be changed
to correct a clerical error. Such errors include, but are
not limited to:
(a) Errors in computation, such as misplaced
decimal points.
(b) Inclusion in the wage incentive rate or
allowance of operations not required.
(c) Selection of incorrect time values.
(d) Transposition of numbers.
Management rights
Clauses that permit management to revise rates are
present in 46 percent of the 442 agreements having in
centives. Contracts in the primary metals, electrical
machinery, and machinery industries account for half
of the provisions permitting management to alter in
centive rates. (See table 8.)
To accommodate both management’s need to adjust
rates as changes occur during the term of an agreement
and the union’s desire to limit management preroga
tives, over 96 percent of the rate-change provisions set
preconditions for the revisions. One restriction, found
in nearly 90 percent of the contracts that permit com
pany rate revisions, is that there must first be a change
in job content. In some instances, the change must be of
a certain magnitude. One significant change may be
sufficient, or several smaller changes may have to ac
cumulate over time:
(43)
Regularly established piecework rates are guaran
teed against change unless there is a change in methods
or equipment to the extent of five percent or more.
(44)
Changes in the company’s Catalog of Permanent
Prices will not be made arbitrarily or without justifia
ble reason, or just because an employee’s bonus earn
ings have been high. For example, the introduction of
new equipment which involves a variation in job con
tent or a change in operational methods from the time
the prices were last established may be cause for
changing a price or establishing a new price . . . .
Management’s right to revise incentive rates is rarely
unlimited. Only 4 percent of the contracts permit rate
.adjustments to be made solely at management’s discre
tion. Since unions negotiate the original wage rates,
they ordinarily do not favor subsequent revisions in
which they have no voice. It is, therefore, understanda
ble that so few agreements concede to management the
unrestricted right to adjust rates. One union—the Glass
Bottle Blowers Association—is an exception. It is the
employee bargaining agent for 6 out of 8 contracts that
permit a company the unlimited right to alter incentive
rates:
(47)
Lowered rates and earnings opportunities
Although management has the right to change incen
tive jobs and rates in many agreements, in order to pro
tect incentive workers’ rates while a contract is in
effect, 1 out of 5 (83) incentive agreements prohibit or
limit reductions in rates or earnings opportunities.
At least two approaches are taken to achieve this pur
pose. Some provisions flatly ban lowering incentive
Management may revise a rate, should a clerical or
computational error be found, in 43 percent of the con
tracts permitting rate revisions. Frequently, manage
ment’s right to change an incentive rate due to an error
and due to a job content change appear in the same
agreement:
The company shall continue its present practice of
periodically reviewing and, when necessary, revising
its incentive systems and incentive bonus rates.
10
rates for the duration of an agreement while other
clauses require that average hourly earnings or percen
tages above standard be maintained under the revised
rate:
an adjustment to the incentive be installed in accor
dance with the provisions of this subsection. If the
grievance is submitted to arbitration, the decision of
the arbitrator shall be effective as of the date when the
complaint was initiated.
(48)
Rates for new operations, changed operations or
new fabrics shall be fixed by mutual agreement be
tween the employer and the union. The new rate which
shall be agreed upon as soon as is practicable shall
maintain the section’s average hourly earnings.
Under 30 agreements, an employee or a union repre
sentative may request a rate change to correct an error,
compared with the 87 agreements that accord the right
to management:
(49)
There shall be no reduction of wages or reduction of
adjusted prices (piece rates) during the term of this
agreement.
(53)
(50)
For the term of this agreement, when a new incen
tive is developed to supplant an existing incentive
plan, the incentive earnings . . . expressed as a percen
tage above the . . . standard hourly wage scale of
regularly assigned incumbents of the job as of the date
the new incentive is installed shall not be less than the
percentage of incentive earnings . . . received by such
incumbents under the replaced incentive plan during
the three months immediately preceding its cancella
tion provided the average performance during such
three-month period is maintained.
Union role
Unions participate in the rate setting and resetting
process in various ways and at differing times. After
developing an adjusted rate, for example, management
may discuss the revision with the unions, or it may
bargain with the union over the adjusted rate, prior to a
rate’s installation. In other instances, a union may enter
the rate revision procedure only after the new or
revised rate has been installed, as when it takes excep
tion to the rate and files a grievance.
About half the 442 agreements with incentive plans
refer to the manner of union participation in the incen
tive rate setting process. These are concentrated in the
primary metals, apparel, and electrical machinery in
dustries. (See table 10.)
Relatively few clauses, however, mention union par
ticipation during a rate’s development. Only 15 percent
of the provisions dealing with the union’s role require
union-management discussion of rates, and only 11
percent require bargaining. Discussion is most common
in the primary metal and electrical machinery indus
tries, and negotiation in apparel and primary metals
contracts:
Union and employee rights
Employees and their representatives may feel that
upward revisions in incentive rates are warranted
because of change in job content or for other reasons.
For example, the union may want to maintain a
differential between incentive rates and the Federal
minimum wage rate and may negotiate the right to re
quest a rate change if the Federal minimum is in
creased.
The right of unions and employees to initiate requests
for incentive rate changes is far less prevalent (18 per
cent) than the right of companies to revise rates.
However, references to both union/employee and
management rights provisions are concentrated in the
primary metals and machinery industries. (See tables 8
and 9.)
Although contract language may require a company
to revise incentive rates, it might inadvertently neglect
to do so. Many of the provisions that allow requests for
rate changes (other than to correct errors) apply when a
firm does not revise a rate as it contractually should.
The employee request may be of an informal nature or
an official complaint:
(51)
In the event of an increase in the minimum rates
resulting from an increase in the Federal minimum
wage as provided [above], the union shall have the
right to request a commensurate upward adjust-of all
piece rates and earnings of piece workers in any shop
covered by this agreement. . . .
(52)
In the event management does not adjust an incen
tive. . . . the employee or employees affected may, if
initiated promptly, process a complaint under the
grievance procedure of this agreement requesting that
In case a clerical error is discovered on any pat
tern, the clerical error will be corrected and adjust
ments paid effective with the date on which the com
plaint was filed. In case a basic (wrong element
assigned) error is discovered on any pattern, the error
will be corrected and adjustments paid effective with
the date on which the complaint was filed.
11
(54)
Wage incentives are to be used, where practical in
the opinion of management, and incentive rates will be
subject to discussion between the union and the com
pany at any mutually convenient time.
(55)
At least 6 days before the proposed effective date of
any revision in a piece rate or change of workloads of a
piece work or day work job, the company will notify
the union of same and furnish necessary information
(in a form agreed upon by the parties) to enable the
union to understand the nature and extent of the
change and its effect upon employees involved. Upon
request of the union, the company will meet to discuss
the proposed change.
(52)
The parties at each plant are free to undertake
negotiations for possible adjustment of existing incen
tives. Either a company or a local union may initiate
negotiations by 10-day notification in writing to the
other party.
More often, clauses prescribe the traditional avenue
for complaints concerned with day-to-day operations—
the grievance and arbitration procedure. In some in
stances, the union is advised of the rate revision prior to
its installation but has no voice in negotiating or dis
cussing the rate:
(56)
(57)
Incentive rates shall be established in accordance
with the following procedure:
The company will develop the proposed new incen
tive. The proposed new incentive may be installed by
the company, and the employees affected may at any
time after 60 days, but within 120 days following in
stallation, file a grievance alleging that the new incen
tive is not based on an equitable incentive standard
which reflects the amount of work a normal qualified
employee or group of employees working efficiently at
normal given period of time. Such grievance shall pro
ceed under the grievance and arbitration procedure of
this contract. . . .
When new or changed piece work or incentive rates
are applied, where piece work or incentive rates are
already in effect for a particular class of work, man
agement will give or make available to the Shop Com
mittee upon request a copy of the time study records or
proposed rates. The employee or employees affected
may while the job is running, but in no case longer than
15 days nor less than a total of 20 hours running time
from its beginning, file a grievance alleging that such
rate does not provide normal opportunity for earnings
in excess of the base hourly rate of the job. Such griev
ance shall be adjusted under the grievance and arbitra
tion procedure of this agreement. . . .
Some agreements limit the complaint process to just
the grievance phase, specifically prohibiting arbitra
tion. This restriction is found in 17 percent of the union
role provisions and is usual in the electrical machinery
industry. Slightly over half of the 29 electrical machin
ery provisions prohibit an incentive rate complaint
from being heard by a neutral:
opportunity is provided. Any determination of equita
ble incentive compensation through the procedure for
grievance settlements, including arbitration, shall be
made in accordance with the payment policies and
work measurement procedures for the installation of
standard hour incentive plans. . . . Any such grievance
shall be filed in step III of the grievance procedure of
this agreement within 30 calendar days following the
close of the trial period.
(60)
Should agreement not be reached, the proposed in
centive may be installed by management and at any
time after 30 days, but within 180 days following in
stallation, a grievance may be filed alleging that the in
centive does not provide equitable incentive compen
sation. Such grievance shall be filed in step 2 of the
grievance procedure. . . .
Rather than following the grievance procedure, a
complaint may proceed directly to arbitration. Such
clauses are usually found in agreements that also refer
to prior labor-management discussion or negotiation of
rates:
(61)
In the event the company changes a job currently
paid on an hourly basis to an incentive basis where
there is no base rate provided for . . . the proper base
rate shall be a matter of negotiation, and, if necessary,
arbitration.
(40)
When a job is to be changed from a day work to a
piece work basis or when a new job is established
which is to be on a piece work basis, the employer shall
immediately notify the union agent and the shop
steward and then the following procedure shall apply:
There shall be a 2 week trial period and the employee
shall be paid on the basis of the piece rate determined
by the employer. At the end of the 2 week trial period
the piece rate set by the employer may be discussed,
and if mutually satisfactory, it shall stand. If the piece
rate is not agreed upon, the matter may be submitted
to arbitration, the piece rate initially established by
the employer to remain in effect pending the outcome
of this arbitration.
Incentive committee
(58)
A grievance arising under the provisions of this arti
cle shall be subject to the provisions of [the] griev
ance procedure but neither the grievance nor the pro
visions of this article shall be subject to the [arbitrat
ion provisions].
Some contracts establish an accelerated grievance
procedure, in which a complaint normally is initiated
beyond step 1 of the process:
(59)
... an employee may allege a necessity for change in
the plan, based upon a factually supported claim that
the plan does not provide equitable incentive compen
sation over and above the standard hourly wage rate in
proportion to the employee’s actual performance over
and above the performance level at which incentive
Nearly one-fourth of the agreements having incentive
provisions establish one or more incentive committees;
most are concentrated in the primary metals, apparel,
and electrical machinery industries. More than half of
the workers covered by agreements creating incentive
committees are employed in the primary metals indus| try alone. (See table 11.)
Most provisions establish joint committees composed
of union and management representatives. Some
clauses state the exact number of employer and
employee representatives to be appointed while others
place an upper limit on the number of representatives.
Some provisions only indicate that each party designate
an equal number of persons. A provision rarely
specifies the titles of committee members:
12
(62)
... a committee consisting of an equal number of
representatives of the union and the association . . .
(63>
If a complaint of an inequity on any rate is made by
[the company] or the union, a study of the rate will be
made by a special joint committee composed of the
chair person of the bargaining committee, president of
the union and the director of industrial relations or
their appointed representatives and they shall imple
ment changes in the rate necessary to resolve the com
plaint.
(64)
require the company to recommend or establish the
rate subject to joint committee or worker committee
approval:
An incentive Review Committee will be established
and shall consist of not more than 3 company repre
sentatives designated by the company and 3 mine
employee representatives designated by the union. . . .
(66)
The standard or piece rate will be established by the
company and agreed upon by a joint company-union
committee.
(67)
There shall be established in the shop of every mem
ber of the association a Price Committee selected by
the workers under the supervision of the union, and all
piece work prices shall in the first instance be adjusted
upon the premises of the employer between such com
mittee and the employer or his representative.
(44)
Prior to establishing changes in the Catalog of Per
manent Prices, the company will notify the union and
meet with the union’s three-man Contract Bonus Com
mittee, and at such meeting or additional meetings, if
necessary, the company shall furnish to the Contract
Bonus Committee such information as shall be
reasonably required to enable the committee to under
stand how such changes were developed. In the event
of a disagreement between the company and the Com
mittee as to price changes, the Committee may request
a meeting with the general manager, and a meeting will
be scheduled by the general manager with the Contract
Bonus Committee in an effort to resolve the
difference.
A few agreements, typically those involving the
Steelworkers, establish two levels of joint committees.
One group operates at the plant level and the other at
the company level:
(28)
. . . There shall be one joint incentive committee for
each plant and one joint incentive committee for each
company. The size and composition of such commit
tees shall be determined by the co-chairmen of the in
dividual company negotiating committees, and the
company level committee shall be chaired by them.
A minority of the clauses establish committees of
union representatives. Clauses requiring that employee
representaives be chosen by fellow workers from sec
tions performing different kinds of incentive jobs are
prevalent in apparel contracts. Provisions in primary
metals agreements often mention groups having two
permanent committee members and a third member
from the section where the rate complaint originates:
(65)
(50)
More than one-third of the agreements referring to
incentive committees designate the groups as problem
solving mechanisms (study committees). This function
is most often performed by committees in the primary
metals industry. Clauses range from specific to vague
about the topics to be looked into, the frequency of
meetings, and procedures to follow if a committee can
not come to a solution:
All piece prices shall be settled between the
employer and a Price Committee of not less than three
nor more than five chosen by the employees in each
establishment and representing, as far as possible,
different branches of the work.
In the interest of effective administration of incen
tives and incentive grievances, a Plant Union Incen
tive Committee is established in each plant. The Com
mittee shall consist of three members, two of whom
shall be permanent members of which one shall be
chairman. The third member shall be the grievance
committeeman from the area involving the subject in
centive application. Where such application involves
more than one area, the union shall determine the ap
propriate grievance committeemen. The local union
president shall appoint the two permanent mem
bers . . . .
Over two-fifths of the incentive agreements establish
ing committees permit the committee to participate in
the determination of rates. Most committees in the ap
parel industry are created for this purpose; a union
committee negotiates with a management representa
tive on rates. In other industries, the clauses sometimes
13
(68)
The company agrees to meet with the Union Incen
tive Committee at least every two months in an effort
to continue the studies on those lines which can sup
port an incentive operation.
(69)
Both of the parties hereto agree that a uniform
system of settling piece rates will increase the stability
of the industry, eliminate a major cause of dispute and
grievances and will foster the efficient production of
apparel. The parties, therefore, agree to appoint a
Special Committee, composed of three representatives
of the association and three representatives of the
union, to study, devise, and establish by their
unanimous agreement, a uniform system of settling
piece rates on such consideration as the said Commit
tee shall find necessary or advisable. Such Committee
shall meet within 30 days after the execution of this
agreement, and from time to time thereafter as often as
necessary to accomplish its purpose. The Committee
shall have the power to make such investigations and
employ such experts as in its opinion will facilitate the
establishment of such a system. The cost of such in
vestigation and experts shall be shared equally by the
parties hereto.
(25)
(70)
The company recognizes that need for mutual un
derstanding toward an equitable application of the in
centive plan and with this in mind an Incentive Com
mittee shall be appointed by the union, consisting of
three members, including the steward of the affected
group, who shall meet with a management committee
made up of a representative of the industrial engineer
ing department, the general superintendent of the
department involved and a manager of manufacturing
department, at monthly intervals or more often if
necessary. This Committee shall earnestly strive to
solve those problems in incentive areas such as recom
mending priority on remedial work required in areas
where incentives are in effect, reviewing questions
from groups regarding incentives in their areas,
reviewing progress where timing is important, review
ing new plans before application, or other problems
which might arise.
(72)
In view of the fact that the additional payments pro
vided for . . . (hereinafter referred to as “on-the-clock
payments”) at times may lead to complicated calcula
tions, it is agreed that a committee . . . shall be
established for the purpose of assisting the respective
shops in converting the additional “on-the-clock” pay
ments to piece workers into a percentage without
reduction in their earnings, provided the employer
and the workers in the shops agree to such change. . . .
Temporary rates
Time and study are needed to develop a new incen
tive rate or to revise one already in effect; work, of
course, must continue while a permanent rate is being
developed. One-third of all incentive agreements pro
vide for the use of temporary rates. (See table 12.)
Two-fifths of the clauses that establish temporary rates
also set conditions for continuation of or permanent
adoption of the temporary rate. By far the most com
mon stipulation applies if an employee voluntarily
maintains a substandard level of performance while on
temporary rates:
The Study Group will operate in good faith and will
at all times aspire to fulfill the basic objective “to
recommend a plan which will provide sufficient incen
tive to increase productivity while safeguarding earn
ings opportunities.”
Committees sometimes are an integral part of the
grievance procedure, initiating or resolving grievances.
Generally, union committees or the union representa
tives or joint committees, formed for some other pur
pose, act as grievance initiators. Joint committees often
function as resolvers of grievances. All contracts in
which an incentive committee initiates grievances are
found in the primary metals industry:
(50)
(71)
Few agreem ents allow a temporary rate
automatically to become permanent. These fall into
two categories—the temporary rate becomes perma
nent after either a number of days have elapsed or if no
complaint is filed against it:
(58)
... If agreement on the new incentive rate is not
reached, the employee or employees affected, through
the Incentive Committee Chairman if they desire, may
at any time after 30 days worked after it is installed,
but within 60 days worked following the date of in
stallation, file a grievance in accordance with the “Ad
justment of Differences” procedure of this agreement,
alleging that the new incentive rate does not provide
an equitable incentive earnings opportunity as com
pared to the earnings opportunities for comparable
work in plants of its competitors in the district. The
Chairman of the Union Incentive Committe shall be
exclusively responsible for processing grievances con
cerning alleged violations. . . .
When the union representative and the section chief
involved determine through informal discussions that
a grievance involves the adequacy of a wage incentive
rate or allowance, such grievance shall be presented to
a Joint Wage Incentive Grievance Committee . . . . If
the committee cannot satisfactorily resolve the griev
ance, and the union wishes to process it further, the
grievance shall be presented at step 5 as provided in
[the grievance procedure].
The calculation of piecework earnings may, at times,
be complicated. To minimize difficulties, two apparel
agreements establish a committee to assist in making in
centive computations:
In case an employee receving a special hourly in
terim allowance voluntarily maintains a performance
appreciably below that of the three months im
mediately preceding cancellation of the incentive
plan, after notification to such employee and the griev
ance or acting grievance committeeman representing
the employee affected, application of the special
hourly interim allowance may be suspended during
such further portion of the interim period as the lower
rate of performance voluntarily is maintained.
(73)
Temporary rates shall be permanent after 30 work
ing days unless extended by mutual agreement.
(74)
A piece-work rate shall be considered a temporary
rate subject to adjustment by the company until such
time as it is signed by the manager of methods or the
expiration of 45 working days from the date of the
study, whichever occurs sooner. At the end of such
period, it will be a permanent rate. . . .
(75)
After 5 days of actual work on the job from the date
incentive rates are established, the incentive rate then
prevailing on the job shall become permanent, unless
otherwise mutually agreed between the company and
the Bargaining Committee or unless a grievance has
been filed in writing as to the particular rate. On new
machines or processes a period of 20 days’ actual work
on the job shall apply, instead of the 5 days above pro
vided.
Employees working under a temporary or interim
rate want a new rate quickly developed if it will pro
vide a greater earnings opportunity. To encourage the
14
prompt setting of rates, some unions bargain for a
worker’s right to refuse to continue working on unrated
jobs after specified period:
(76)
Timing of challenges
Of the 442 incentive agreements, 24 percent are con
cerned with the time during which new or revised rates
may be challenged. Many clauses do not permit
challenges during a trial period. Others set the timing
for a rate challenge between two time periods or within
a specified number of days from the rate’s effective
date:
. . . . If a temporary or permanent rate is not set on a
new revised job within 20 working days, the employee
shall have the right to refuse to perform this work and
shall not be discriminated against for such refusal. In
such case of refusal to work on jobs on which a tem
porary or permanent piecework rate has not been set
within 20 working days, such employee will be
transferred to another job providing work is available
in his or her or another department.
(78)
... In the event that the employer sets a new or
changed piece-work rate or incentive work standard,
such rate or standard is not subject to the grievance or
arbitration provisions of this agreement until the trial
period . . . has been completed. After such period has
elapsed, either the union or any aggrieved employee
may, within 30 days after notification of the said trial
period expiration file a grievance against the said new
or changed rate or standard. Any grievance against the
new or changed rate or standard which is filed within
the trial period ... or which is filed more than 30
working days after the expiration of the trial period
. . . shall not be subject to consideration.
(11)
Any grievance directed to a base rate or incentive
established or changed by the company under this arti
cle shall not be filed until the complained-of base rate
or incentive has been in effect for a trial period of 60
calendar days.
(79)
Any protests involving changes in incentive rates
must be filed as a grievance within 5 days after such
notice of change. Otherwise the change shall be
deemed approved.
(80)
The union may, at any time after 30 days but not
later than 90 days following the effective date of a new
incentive, initiate a grievance regarding such incen
tive, in which event such grievance shall be handled in
accordance with the procedure ... for the adjustment
of grievances. If a trial or experimental period has
been agreed upon, the applicable time limit for initiat
ing a grievance regarding such incentive shall apply as
of the end of such trial or experimental period.
Trial period
To determine the on-job applicability of a rate,
management may select an employee to try out the rate
under normal working conditions. A trial period is in
cluded for this purpose in 29 percent of all incentive
agreements.
Agreements
Total with incentive provisions
Trial period
Timing of challenges to new
or revised rates
Retroactivity of successfully
challenged rates
442
129
104
154
Workers
(thousands)
2,880.2
700.7
696.5
820.7
The degree of detail varies greatly in clauses men
tioning a trial period. Some provisions are vague about
the duration of a rate’s testing—a reasonable period—
while others are quite specific—30 to 60 days, as a rule.
Clauses sometimes state a special rate of pay for an
employee who acts as a rate tester:
(77)
When a trial period is required, the proposed
changes will be accepted for six weeks (or longer by
mutual agreement) from the time the new job assign
ment is actually installed. During the first four weeks
of this period, employees on the new assignment will
be paid the higher of either the proposed rate for the
job or their individual average hourly earnings for the
four weeks immediately proceeding the start of the
trial period, or a more appropriate mutually agreedupon period; or the group average hourly earnings for
the job classification involved if an individual worker
has no earnings in that classification.
During the first four weeks of the trial period, the
company agrees to check the actual operating condi
tions against the standard specification for the job; and
further, agrees that if the operating conditions differ
substantially from the standard specifications, then the
first-week period of trial period and pay guarantees
will be extended until the differences are corrected.
During the final two weeks of the trial period, the
employees will be paid at the proposed piece rate, or
the hourly rate.
Retroactivity
Thirty-five percent of incentive contracts address the
question of retroactivity, which arises at two points in
the rate setting and resetting process. One case involves
working under a challenged rate while a complaint is
being processed. If the restudy is resolved in favor of
the aggrieved party, a new rate is set retroactively to
replace the successfully challenged rate. In another in
stance, a permanent rate may not be developed but
management wants work to continue. Therefore, an
employee works under a temporary rate, and the per
manent rate is paid retroactively:
(81)
15
If it is determined by the grievance and arbitration
procedure herein provided that any rate or time stand
ard change was unfair, employees in the employ of the
employer at the time such determination becomes final
shall be granted an appropriate pay adjustment
retroactive to the date of such rate or time standard
change, but in no event retroactive to a date earlier
than 2 weeks prior to the date on which a grievance
concerning that rate of time standard change was filed.
(82)
If, after a reasonable trial period following the
establishment of an incentive rate, there is dissatisfac
tion regarding the same, the union may request that a
new time study or evaluation of such job be made and
a member of the union who is an employee of the com
pany, or a representative of the international union,
may attend the study while it is being made. Any ad
justment or change of rates agreed upon, or established
thereafter, shall become effective not later than the
date the original grievance or request was presented in
writing.
(83)
Workers shall work on garments for which piece
work rates have not been finally settled. When piece
work rates for new operations are finally settled, such
rates shall be retroactive to the inception of the work.
(84)
Incentive jobs without rates may be given an esti
mated rate by the companies until a permanent rate
has been issued. When such permanent rate is issued
an operator shall receive the permanent rate, except
that for the period from the setting of the estimated
rate to the issuance of the permanent rate he shall
receive the higher of such rates.
(1)
Where an employee is regularly assigned to piece
work based on seniority, and at the direction of
management is taken off such piecework assignment
and is temporarily given work not part of his regular
assignment under conditions where such regular piece
work assignment would normally be performed by
such temporarily reassigned employee during the
period of such temporary reassignment, he shall be
paid a rate not less than his daily piecework average
hourly earnings earned on his regular job or jobs, for
the total hours worked during the week on such tem
porary assignment.
(85)
When an employee who is working on incentive is
temporarily transferred from one occupation to
another for the convenience of the company, he shall
receive the greater of 10% over his regular base rate,
the base rate of the occupation to which he is transfer
red, or, his incentive earnings in such occupation
calculated on the base rate of that occupation (or his
regular base rate, if higher).
(86)
The company and the union recognize that incentive
premium is not a guarantee but an opportunity to earn
extra wages for extra effort on jobs covered by stand
ards. It should also be recognized that during the nor
mal course of business it will become necessary at
times to remove an operator from an incentive job, for
a short duration, to a day work job, for the company’s
conveniece or to remove an operator from an incen
tive job to a job in another seniority department on a
temporary basis for the convenience of the company.
In either such case, if the interruption causes the with
holding of an incentive opportunity exceeding one
continuous hour or four cumulative hours, the opera
tor will be paid at $.50 per hour over said employee’s
personal rate or a rate comparable to said employee’s
average straight time hourly earnings (including
straight time incentive earnings) over a maximum of
the prior 10 weeks but such average would not include
any such weeks in which a holiday was observed or the
employee was on vacation or absent, whichever is
greater while performing the job.
Rates for new and transferred employees
A usually unavoidable impediment to output is the
hiring or transferring of inexperienced employees into
a group incentive operation. The generally slower pace
of these workers interferes with the performance of
regular group members and lowers their production.
Newly hired and transferred employees usually require
a training period to familiarize themselves with their
assignments before they are fully proficient. During the
period, the new employees are usually paid a minimum
or guaranteed rate. Employees transferred to incentive
work, on the other hand, are likely to have their rates
related to the rate they received on their previous jobs.
Transfer rates. There are three kinds of transfers involv
ing incentives employees that a company can make,
given a particular need to reallocate its work force:
Dayworker to incentive job; incentive worker to day
work job; incentive worker to a different incentive job.
These potential movements of employees, often tem
porary, are accompanied by a complex assortment of
transfer rates in collective bargaining agreements.
Over 2 out of 5 contracts covering incentive jobs
have transfer rate provisions. (See table 13.) Most such
provisions are concerned with temporary reassign
ments. References to both permanent and temporary
transfer rates often are present in the same agreement.
The intent behind temporary transfer rates often is to
guarantee employees an earnings opportunity equal to
that of their permanent jobs:
The rate a transferred worker is paid often depends
upon whether work is available in the classification
from which the employee is transferred. References to
seniority as a determinant of a temporary rate are pre
sent in a few agreements:
(87)
16
Any bonus-rate employee who is temporarily
transferred from his bid job to any bonus-rate job for a
period in excess of one hour, who has an open produc
tion order or run and work available on the job for the
employee and a place to put the finished work will be
compensated in the following manner:
Transferred to another occupation within depart
ment: Pay average straight time hourly earnings or his
actual bonus rate earnings, whichever is higher, when
his earnings are 117% or greater. Pay 117% actual
bonus rate earnings are less than 117%. Pay average
straight time hourly earnings when a bonus rate has
not been established for the operation.
management may offer an earnings opportunity equal
to or greater than that on the regular job:
Transferred to another department within same oc
cupation: Pay average straight time hourly earnings or
his actual bonus rate earnings whichever is higher.
Transferred to any bonus rate occupation and
another employee works on employee’s bid job or
there is need for the man in his bid occupation: Pay his
average straight time hourly earnings or his actual
bonus rate earnings, whichever is higher.
Transferred from bid job to another job in occupa
tion within department: Pay average straight time
hourly earnings or his actual bonus rate earnings,
whichever is higher, when his earnings are 117% or
greater. Pay 117% when actual bonus rate earnings are
less than 117%. Pay 11 7% when a bonus rate has not
been established for the operation.
(88) A daywork employee temporarily transferred to an
incentive job due to a lack of work shall receive his
regular hourly rate or shall receive incentive earnings
computed in accordance with the evaluated rate for
the labor grade of the job assigned, whichever is high
er.
A daywork employee temporarily transferred to an
incentive job for reasons other than a lack of work
shall recieve his regular hourly rate or shall receive in
centive earnings computed in accordance with the
evaluated rate for the labor grade of the job assigned
or in accordance with the evaluated rate for his own
daywork classification, whichever is the highest.
An incentive employee temporarily transferred to
an incentive job in another classification shall receive
incentive earnings computed in accorance with his
own evaluated rate or the evaluated rate for the labor
grade of the job assigned, whichever is higher. If the
employee could have continued to work on incentive
in his own job classification he shall be paid in accor
dance with the above, but he shall be guaranteed his
ASTHE. It is agreed that such employee is expected to
perform at an incentive pace.
(89) Should it become necessary to temporarily transfer
a pieceworker from his/her accustomed work to work
of a distinctly different nature, due to lack of work for
the employee on his/her regular operations, it is
agreed to maintain these temporary hours separately
in order that either the actual earnings or the applica
ble minimum hourly rate will be paid in accordance
with following guarantees:
(a) Employees with less than 3 years of service shall
receive the applicable minimum gross hourly rate
(including 11%)...
(b) Employees with 3 years but less than 10 years of
service shall receive the base rate of the opera
tion plus 20% or the applicable minimum gross
hourly rate (including 11%) whichever is high
er. . .
(c) Employees with 10 years or more of service shall
receive the Moving Average for a period of 3
weeks or the applicable minimum gross hourly
rate (including 11%) whichever is higher . . .
(90)
An operator permanently transferred to a non
standard job shall be assigned his average hourly rate.
It is understood that this rate shall fall within the wage
scale of the new non-plan job.
Lateral Transfer ... A bonus plan operator perma
nently transferred from a bonus job to a non-plan job
shall receive his average hourly wage rate minus IOC
but not less than his guaranteed hourly wage rate, and
not more than the maximum rate of the new job. . . .
Down Transfer ... A bonus plan operator perma
nently transferred to a lower grade bonus job shall
receive his former guaranteed rate, but not to exceed
the standard wage rate of the new job.
A bonus plan operator permanently transferred
from a bonus job to a non-plan job shall receive his
average hourly wage rate minus 10<l:, but not less than
his guaranteed hourly wage rate, and not more than
the maximum rate of the new job.
A non-plan employee permanently transferred to a
plan job shall receive the standard wage rate of the
new job or his previous wage rate—whichever is
lower—as his guaranteed wage rate.
New employee rate. Far fewer agreements (80)
specifically mention the rates for new incentive workers
than those that refer to transferred employees (179).
This may be because new employees often are paid
automatically the base or guaranteed rate for the job
until they acquire efficiency. (See table 14.) Of these
agreements, most are negotiated in the electrical
machinery, apparel, and machinery industries.
New incentive employees often are placed in a wage
progression. The new worker starts at the bottom of the
guaranteed scale and advances to higher steps after
specified periods of time. The average worker will
usually exceed the guarantee before reaching the top of
the progression:
Permanent transfer rates are related to the direction
of the transfer—upward, downward, or lateral. To en
courage a worker to accept a permanent transfer,
Upward Transfer ... A bonus plan operator perma
nently transferred to another standard job shall be
identified with the standard wage rate of die new job
grade for the calculation of standard earnings.
The guaranteed hourly rate on this transfer shall be
the standard wage rate or his previous rate (whichever
is lower).
On permanent transfers to an unfamiliar standard
job, the operator shall receive his average hourly rate
for the first payroll week on the job after which he
shall be compensated on a Learner’s Curve with %
Allowance. The Learner’s Curve with % Allowance is
a declining scale of allowances to be added to the
operator’s standard hours produced over the training
period on the job.
(91)
17
The progression schedule for newly hired inex
perienced employees shall be as follows:
Pieceworkers
During Trial
Period..............
Next 2 months of
employment.. .
Nexfc 2 months of
employment. . .
Next 2 months of
employment...
Next 2 months of
employment.. .
Thereafter..........
balance-paid, such employee will be paid wage incen
tive earnings on an individual basis based on the
employee’s output as determined by the company, ex
cept that such wage incentive earnings shall not exceed
the wage incentive balance-paid of the wage incentive
group to which the employee is assigned.
12-1-76 4-1-77 12-5-77 12-4-78
$2.30
2.50
2.60
2.70
2.80
3.00
$2.30
2.50
2.65
2.80
2.95
3.16
$2.30
2.60
2.80
3.00
3.20
3.45
$2.30
2.65
2.95
3.15
3.35
3.65
Provisions for pay at a flat or minimum hiring rate
are found less frequently, appearing in 19 percent of
agreements having new employee rates. The rate is
generally for all new employees, including nonincen
tive workers, regardless of their job classifications:
(95)
Wage Progression-—Labor
Grade 4 Bonus Base Rate—Per
Hour
Effective Effective Effective
4-27-76 4-27-77 4-27-78
Starting R ate........ .. $2.11
$2.36
$2.61
After 1 month ....
2.40
2.15
2.65
After 3 months . . .
2.18
2.43
2.68
After 9 months ... .. 2.21
2.71
2.46
After 1 year.......... . . 2.26
2.51
2.76
Safeguards against loss of earnings
Other circumstances that entail a guaranteed rate are
described in one-half of the 442 incentive agreements.
(See table 15.) As with allowances given when
employees are temporarily transferred, the special rate
is designed to support earnings and cushion the impact
of conditions beyond a worker’s control.
Downtime. Machinery may break down from time to
time despite the best efforts of a company’s service and
repair shop, and 6 out of 10 clauses that provide an
earning’s safeguard have special downtime allowances.
Some clauses automatically give workers their average
hourly earnings rate without mentioning any supervisor
role. Others allow varying degrees of discretion to the
firstline supervisor:
Some incentive agreements relate a new worker’s rate
to the minimum or base rate of the incentive classifica
tion to which he or she is assigned. Often, the rate is
somewhat below the job rate:
(93)
It is further understood that if any new, rehired, per
manently transferred, or recalled employee is assigned
to a job that is on incentive, he will be paid the base
rate of the job plus bonus and all wage adjustment
when the quality and quantity of the employee’s work
entitles him to a bonus.
(94) . . . The company may establish the hiring rate and
minimum guarantee at less than such base rates for all
new employees on incentive jobs who have not ac
quired seniority, provided such hiring rate and
minimum guarantee shall not be lower than 20 percent
under the applicable incentive base rate.
The earnings of new employees are directly related to
their output in almost one-fourth of the agreements
having new employee incentive rates. A group plan is
present in most contracts that do not guarantee some
minimum rate. This is particularly true in the electrical
machinery industry. By computing the new worker’s
earnings separately from the group’s, members are not
penalized by the generally lower output of the inex
perienced employee:
(58)
An employee new to wage incentive operations who
is assigned to an existing wage incentive group shall
not participate in the wage incentive balance-paid un
til the fiscal month following the month in which the
employee’s individual wage incentive earnings (per
centage) equal the wage incentive balance-earned of
the wage incentive group or until the employee’s wage
incentive efficiency equals 83%, whichever occurs
first. Prior to the participation in the wage incentive
The minimum hiring rate for all employees, except
apprentices, will be $3.86 per hour.
18
(96)
A piecework employee whose usual opportunity to
work at piecework during a shift is interrupted by any
one of the following circumstances shall be paid for
such time as he is thus interrupted during that shift at
the rate of his piecework classification plus 20 per
cent, plus the hourly “track-on pay’’ being added to
the earnings of all pieceworkers, where the circum
stances are not caused by power failure, act of God, or
by his own fault: Waiting for materials or tools, job or
fixtures. Machine down time. Breakdown of tools, jigs,
fixtures or equipment.
(63)
Employees working on an incentive basis (piece
work) who believe that their earnings will be retarded
due to interruptions caused by excessive or recurrent
tool, machine, fixture or parts trouble or because of
short runs, shall notify the supervisor immediately. A
supervisor will make one of the following decisions: 1)
determine whether the operation is to be performed on
a day work or incentive basis; 2) when the supervisor
decides that the operation is to be performed on a day
work basis, all pieces produced shall be turned in on
the non-incentive day work rate; 3) if the supervisor
decides that the operation is to be performed on an in
centive basis, the supervisor will instruct the employee
performing the operation to accumulate a record of
actual down times when the trouble occurs so that the
employee may be compensated for the down time
hours at the non-incentive day work rate of the class of
work performed, or 4) the supervisor and/or the Time
Study Department may establish an adjusted incentive
rate for the operation during the period any trouble
occurs.
(97) If an incentive worker experiences mechanical or
material difficulty on an assigned operation on which
there is an incentive standard, he shall call the atten
tion of the supervisor to the condition. If the super
visor recognizes the difficulty and directs the incentive
worker to continue on the assigned operation, the
employee will be paid not less than the occupational
rate starting at the time the supervisor is notified and
until the condition is corrected, unless an incentive
standard is established for this temporary condition.
The occupational rate shall also be the rate for all
downtime due to lack of material and equipment,
power failure, machine breakdown, etc., where the
employee is required to remain in the plant and the
condition is not otherwise covered by this article.
(101) When an employee who is assigned to a non-line
operation and who is working on a position covered by
the Wage Incentive Payment Plan, is taken from his
regular operation to teach other employees a new
operation, he will punch out from his job for the
period of time involved. If such instruction continues
for more than 4 consecutive hours, the teacher may ap
ply to his foreman for instruction pay at his step rate
for two grade levels higher than his current labor
grade for the instruction period in excess of such 4
consecutive hours.
(162) If an employee’s incentive earnings opportunity is
adversely affected, as a result of the company pre
empting his services and assigning him to:
(a) Trial run,
(b) Pilot run,
(c) Development work,
(d) Under special conditions that are mutually
agreed upon in advance, or
(e) Train another employee.
The foreman will cause such employee to be paid at
his holiday rate of pay.
Faulty material. Similar to allowances for mechanical
breakdowns, and often in the same agreement, special
allowances are paid when workers handle faulty
material. This includes materials that do not meet a
company’s normal specifications and are hard to work
on. The prevalence of this provision, however, is far
less than for downtime:
(98)
(99)
Non work assignments. It is not unusual for an employer
to request that employees do something unrelated to
their job duties. The activities may include undergoing
a physical examination, taking a training course, at
tending meetings, and visiting the personnel or first aid
departments: 1 out of 5 agreements having an earnings
protection clause assign a special rate to these nonwork
assignments:
When an employee is working on a piece work
operation and for some reason a condition arises (e.g.
waiting for material, machine breakdown, etc.) that
prevents him from working at an incentive pace, he
will be paid the occupational wage of the job. When a
condition arises (e.g. faulty stock condition, etc.) that
prevents him from producing at an incentive level, he
will be paid actual incentive earnings or 10% above
the occupational wage of the job, whichever is greater
for that time.
(103) It is agreed that employees shall be paid average
hourly earnings . . . . for time spent taking physical ex
aminations requested by the company, excluding pre
employment and return-to-work physicals.
Piece work prices may be temporarily adjusted to
take care of unusual conditions such as faulty material
and equipment.
(104) The minimum guaranteed hourly rate of the labor
grade shall be paid for time spent by employees at
meetings requested by management before or after
working hours.
Special assignments. Earnings are protected for workers
on special assignments in 55 percent of the provisions
having earnings safeguards. Such clauses are par
ticularly common in the machinery and electrical
machinery industries.
Clauses requiring temporary rates for experimental
or instructional work are most common. Less prevalent
are provisions giving rate protection to employees
reworking the faulty output of other operators or per
forming inventory work. The method for calculating an
appropriate earnings safeguard usually is included:
(105) A piecework employee will be paid at his average
piecework earning rate for time lost from work when
he is required by the management to leave his work
and report to the plant medical department for a
physical examination where such physical examination
is required by the company (1) because the employee
has been placed by the plant medical department in a
physical classification requiring such examination, or
(2) because of working conditions for which the plant
medical department requires physical examinations to
prevent a hazard to the employee’s health. . . .
(100) Incentive workers selected for inventory work will
be paid 125% of their labor grade rate.
(16)
When a piecework employee is required to report to
the employment department ... he will be paid at the
occupational earning rate of the classification from
which he is being transferred, for the time consumed
during the regular working hours in effecting the
transfer.
When an employee is taken off an incentive job and
is required to perform work of an experimental nature,
he will be paid the base rate of the new job plus a per
centage equivalent to his total incentive earnings for
the previous 4 weekly pay periods. . . .
19
(106) Payment at straight time (current month) will be
made for time spent at management’s request for pur
poses such as, but not limited to visits to the first aid
room or personnel department, or for in-hour training
conducted by the training department.
earnings from their regular jobs or their piecework
earnings, whichever is greater.
(76)
Provisions sometimes establish an earnings
allowance for employee time spent on labor relations
activities:
(107) An employee who is designated local union repre
sentative shall be compensated at his hourly rate or, in
the case of an incentive employee, his average hourly
earnings plus all premium pay for time lost from his
regular shift because of attending scheduled meetings
for the discussion of employee problems and/or the
negotiation of grievances (including arbitration hear
ings or meetings).
An employee who is designated local union time
study engineer will be compensated at his hourly rate,
or in the case of an incentive employee, his average
hourly earnings plus all premium pay for time lost
because of making time studies, the working up of his
time studies and comparing the results of such studies
with management.
Local union representatives who lose time from
work attending meetings called by management shall
be compensated for time lost in the same manner as
provided above. . . .
Red-circle rates. One-fourth of the agreements having
wage protections discuss red-circle rates. More than
one-third of these clauses are in the primary metals in
dustry.
Red-circle rates, higher than normal rates for the
job, are paid to a particular employee for such personal
characteristics as length of service, age, or physical
handicaps. They are also awarded for such work re
lated circumstances as the reorganization of job
classifications. These special differentials may be
reduced over time, or eliminated entirely, should a
worker transfer to another job classification:3
Break-in time. When an employee is hired or trans
ferred into an incentive group, the earnings of ex
perienced group members may be reduced due to the
slower pace of the inexperienced operator. In onefourth of the contracts having earnings safeguards,
however, the regular crew members have their rates of
pay protected during this break-in period.
Agreements frequently restrict eligibility for a pro
tected rate during break-in time. Some clauses require
the allowance only if production of the transferred or
new employee falls below a specified level. Under
other provisions, the loss of production, and hence
earnings, must be directly attributable to an inex
perienced incentive worker:
(33)
(109) ...employees who are assigned to mold pouring
assignments will be paid their “red-circle” rates for
hours worked as mold pourers. In addition these
employees will be credited with premium incentive
hours earned as mold pourers beyond actual hours
worked, and premium earnings for such premium
hours will be computed using the proper occupational
rate as provided by the collective bargaining agree
ment and the appropriate incentive standard(s) for the
operation(s). The application of these payments will be
for time spent at mold pouring by the day, not by the
operation. For example, an employee who works as a
mold pourer for six and one-half hours during the day
and earns two premium hours above the six and onehalf worked, would be allowed pay at the appropriate
occupational rate(s) for these two premium hours. In
addition, the actual hours worked (six and one-half)
would be multiplied times the employee’s appropriate
“red-circle” rate, and this amount, along with the two
hours of mold pourer premium earnings, would con
stitute this employee’s wages on mold pouring for the
time spent working. The one and one-half hours of
downtime as a mold pourer will be paid at the
specified “red-circle” rate.
Where a substitute for an absent operator has a pro
duction average of 62-1/2 or more cigars per hour less
than that of a regularly assigned operator with whom
he or she is temporarily teamed, the regularly assigned
operator shall be guarantee his or her normal average
earnings, as established by his or her 5 preceding days’
production.
(108) When an experienced employee is placed (tem
porarily transferred at management’s request) on a job
other than his regular job . . . and is a member of a
crew which has work remaining on its job, and is
replaced by an inexperienced employee, and the earn
ings of the remaining members of the crew are ad
versely affected as a direct result of the removal of a
regular member from the crew ... the remaining
members of the crew will be paid their average hourly
Greenhorn Operator Adjustment—The adjustment
will be based on the normal production of the unit,
which adjustment is actually an allowance for lost time
. . . just as for machine trouble, waiting for material,
etc. Accordingly, the unit is not to be “made whole’’
for loss of earnings—only that unit members (exclud
ing the greenhorn operator) receive their base rate for
the amount of lost time directly attributable to the
greenhorn operator, defined as a temporary or proba
tionary employee.
Accordingly, before an adjustment (lost time
allowance) is justified under the above, it is required
that (1) the unit be of a constant composition as to
members, and (2) has previously worked on an order
identical to the order on the day of the greenhorn
operator issue. The reason for these two requirements
is that the loss or production and earnings can be iden
tified as directly attributable to the greenhorn opera
tor and can be measured.
20
3 See Major Agreements in Collective Bargaining: Wage Administra
tion Provisions, Bulletin 1425-17 (Bureau of Labor Statistics, 1978 ),
pp. 26- 31 .
(110)
(1) Elimination of an existing job
classification by separation of duties
into 2 (or more) new job classifications.
(2) Separation of duties of an existing job
classification into 1 (or more) new job
classifications with re-evaluation of the
original job classification.
(3) Elimination of 2 (or more) existing job
classifications by combining duties into
1 (or more) new job classifications.
When changes, such as method changes, process
changes, new equipment purchases, audit of job
evaluation program, etc., occur . . . resulting in
changes of job classification or the establishment of a
new classification that decreases the job evaluation
point values 1 full labor grade or more for an
employee assigned, or which establishes a new job
classification which replaces that classification and
under circumstances when an incumbent employee ac
cepts, within or outside his department, a new reduced
labor grade rate on his own classification, or on a suc
cessor classification because the job evaluation point
value has been reduced more than 1 full labor grade
below the point value of his original classification,
then a “modified Red Circle” or “Modified ID” will
be established for such employee . . . The amount of
such “Modified Incentive Differential” will be equal
to the amount of the difference between 125% of the
labor grade base rate of the employee’s current job
classification and 125% of the labor grade base rate of
new or revised job classification.. . .
“Modified Incentive Differentials” will be effective
under the following conditions:
(a) Reassignment of duties by reorganization of
job classifications.
(b) Operation changes resulting in new job
classification or re-evaluation of existing
job classifications.
(1) Acquisition of new machines and/or
equipment, or modification of existing
machines and/or equipment, which
replaces similar existing machines
and/or equipment.
(2) Accumulated job evaluation changes,
amounting to 1 full labor grade (or
more), as a result of reported job
changes, or as a result of audit.
21
Chapter 4. Production
Standards
A useful definition of a production standard is the
level of production which may be reasonably expected
from an average worker, or a group of workers, when
working to normal capacity on specified jobs, or job
classifications, with due consideration for quality of
workmanship, an efficient method of operation, and the
continued health and safety of the worker.
The principal collective bargaining benefit of pro
duction standards for both management and the union
is precise work expectations (or requirements) for use
in incentive compensation calculations and employee
evaluations. Incentive pay, which compensates workers
for productivity above a specified level, could not be
administered without production standards to deter
mine the output of an average worker performing at a
normal pace. Similarly, conflicts over the accuracy of
an employee evaluation could be mired in subjective
opinion without production standards for use as the
benchmark of the satisfactory worker. For production
standards to be used effectively for these purposes, it is
assumed that both parties accept the standard as a just
assessment of a fair day’s work. On the whole, this is a
reasonable assumption, as virtually all agreements con
taining production-standard provisions allow union in
put to the establishment of the standard or a procedure
through which an appeal may be made.
In general, a job or job classification must fulfill four
basic requirements to be considered suitable for pro
duction standards. First, the work performed must be
repetitive and capable of being done uniformly by all
workers involved in the task. Second, the job content
must remain constant from one measuring period to the
next. Third, the method of operation and the good pro
duced must be capable of being objectively and ac
curately measured. And last, the volume of work, both
in terms of the number of workers and the quantity of
the good produced, must be sufficiently high to justify
the expense of establishing and maintaining the stand
ard:
(7)
determinable units and when the application of stand
ards to such work is justified.
Of the 1,438 agreements surveyed in this study, 333
or 23 percent, contain production-standard provisions.
(See table 16.) These agreements represent 1.9 million
of the 7 million workers included in the study. Vir
tually all (96 percent of the contracts with production
standards) are in the manufacturing industries.
Within the manufacturing industries, four predomi
nate in the area of production standards:
Industry
All industries..................
Primary metals................
Machinery........................
Electrical machinery....
T ransportation equip
ment ..............................
T o ta l........................
Workers
(thousands)
1,857.3
344.4
129.9
201.1
783.8
1,459.2
These industries account for 54 percent of the agreements containing standards and 78 percent of the
workers covered by agreements with standards. In con
trast, they account for only 21 percent of the agree
ments and 31 percent of the workers included in this
study.
The United Steelworkers of America (USA) and the
United Automobile, Aerospace, and Agricultural Im
plement Workers of America (UAW) negotiated 147
(10 percent) of the 1,438 surveyed agreements (88 and
59 respectively). However, 80 percent (71) of the USA
agreements and 88 percent (52) of the UAW agree
ments occur in these four industries. The two unions
collectively represent 65 percent or 1 million of the 1.9
million workers covered by agreements with produc
tion standards.
Company policy and union-management
cooperation
The company intends to develop and apply stand
ards to all work, both direct and indirect, for the pur
poses of providing employees with the opportunity to
earn incentive pay, increasing productivity and reduc
ing unit costs when such work can be measured, when
the output of such work can be recorded in easily
Agreements
with production
standards
333
46
55
47
33
181
A statement of company policy concerning produc
tion standards occurs in 100 of the contracts studied.
(See table 16.) This type of clause usually commits the
company to fair and equitable production standards
with due consideration to the reasonable productive
22
provided, and the quality of the finished part shall be
up to the standard required with the operator working
at a pace he can maintain day after day without mental
sickness or physical injury to himself of his fellow
employees. . . .
capabilities of the employees and the equipment they
use:
(111) The company reserves the right to determine and
establish standards of performance for all machines
and operations. Such standards shall be established on
a basis of fairness and equity consistent with quality of
workmanship, reasonable productivity of experienced
and capable employees and the reasonable productive
capacities of equipment.
(116) The company and the union recognize that job
security and job opportunity depend upon constantly
improving product quality and constantly lowering
product cost through time saving methods and equip
ment. To this end the parties agree that production
standards will be established fairly and equitably, and
in accordance with the principle of a full day’s work
for a full day’s pay without injury to the health or
safety of employees.
(112) It shall be the policy of the company to establish fair
and equitable time standards. . . .
A union-management cooperation clause was found
in 11 of the 333 agreements having a production-stand
ard provision. These provisions formalize the parties’
joint efforts in pursuing their common interests in
equitable production standards. Cooperation clauses
usually pledge the parties to work together for mutual
benefit on production-standard issues. Ordinarily, the
parties agree to strive to attain or increase production
expectations consistent with fair and equitable stand
ards:
(55)
Installation and modification of production
standards
Establishing or modifying production standards is
generally a management function, with the union re
taining the right to make its views known, either for
mally or informally, on the issues. If necessary, the
union usually may process a complaint through the ap
propriate dispute settlement procedure.
The authority to install production standards is
reserved to management in 57 contracts, thereby allow
ing management to institute work standards on new or
previously unmeasured jobs at its discretion. (See table
17.):
(113) The union and the employer, out of a mutual sense
of their responsibility for high quality service to the
customer, and for the economic well-being of the in
dustry, and its employees, agree to adopt a joint
program for improving the productivity and efficiency
of servicing operations, improving employee income,
and improving job stability and employer profitability.
The union is deeply conscious of the need to foster
high level productivity in the services shops. The in
dustry is deeply conscious of the need to foster im
proved employee income, commensurate with im
proved levels of productivity. It is the intent of the
parties hereto that adequate qualitative and quantita
tive production standards shall be met, except where it
is beyond the control of the employee, due to limited
facilities, lack of work or discrimination in the alloca
tion of work.
(117) The determination of work standards is a function of
management.
(118) The company will have the right to determine and
establish standards of performance for all machines
and operations for purposes of wage incentive pay
ment, covering all of the major functions involved in
the manufacture of corrugated containers and parts in
these plants.
(114) The union agrees to cooperate with the company to
the fullest extent in the improvement of production
rates based on production standards established by the
company by such means as time studies, motion
studies, or other methods of determining operator out
put on the basis of fairness and equity consistent with
quality and reasonable working capacity of normal ex
perienced operators.
Additional agreements, while not specifically reserv
ing the right to install standards to management, state
the circumstances under which standards would be in
stalled. These provide for the installation of standards
when new job classifications are created or as a result of
a change in technology. Both reasons are cited in some
agreements:
Often a union-management cooperation or company
policy provision will specify factors which may limit
productivity in the interest of other considerations. The
most common of these are worker safety and health,
and product quality:
(119) Where new equipment is installed, or new opera
tions commenced, which are supplementary to the
facilities or equipment covered by incentives at a given
plant, new incentives shall be developed at the earliest
practicable date. The new standards shall be designed
to provide appropriate equitable incentive earning op
portunities as set forth [in this agreement] and shall
become effective when installed, but in no event more
than 12 months after the new operation is commenced.
(115) The right of the company to establish and enforce
production standards is recognized. Such production
standards shall be fair and equitable and the time
allowed for performing an operation shall be the time
necessary for a normal experienced operator, familiar
with the operation, tools, equipment, and material
Consistent with the principle of a fair day’s work for
a fair day’s pay and consistent with the employee’s
welfare in regard to safety, health, and the effects of
sustained effort, the company may establish and main
tain, and the union agrees to cooperate in establishing
and maintaining, full workloads on piece work and
day work jobs as defined. . . .
23
(103) When it is necessary to establish piecework rates or
standards on new operations, such piecework rates and
standards will be established so that experienced
employees working with the same speed, skill and
effort will be able to earn what other experienced
employees earn on the same or similar operations.
standards or quotas at any time in order to maintain a
competitive position, but the company agrees to in
form the union when such action is necessary.
The continuing process of updating and streamlining
the work operation to maximize production efficiency
and product quality may include one or a number of
minor changes, leaving the majority of the job and the
standard unchanged. To prevent the constant modifica
tion of standards to reflect relatively insignificant
changes in job content, many agreements allow for a
change in standards only if the alteration caused a
change in the time to perform the work operation
greater than a specified percent. The change in the
standard often is limited to the portion of the standard
applying to the modified part of the job:
The right to select the test or tests used to secure the
data on which standards are established or modified is
reserved to management in eight agreements:
(10)
It is understood that all standard data will be deter
mined from studies and other data made or available
at the Louisville Plant, except that any speed, feed,
cutting feet per minute, etc., data which would happen
to be supplied by the manufacturer of a piece of equip
ment, will be used; provided, however, that this does
not abridge management’s right to use M.T.M. or
other accepted work measurement techniques, which
are based on predetermined time values and which
may be applicable to Louisville Plant operations.
(124) A piecework standard once established shall not be
changed, except in the case where the company makes
a change in the materials, tools, machine, method, or
design of an operation. Such change shall be more than
plus or minus 5% of the total time and only that
change in method shall be subject to study and change.
When the parties have agreed to the installed or
modified production standard as a correct measure
ment of a “fair” day’s work, most agreements reflect the
need to protect the standards from unwarranted change
as well as to provide the necessary flexibility to insure
the accuracy of the standards as the characteristics of
the job change. This responsibility and authority to
modify standards under specified circumstances is
vested with management in 144 contracts. The circum
stances under which standards may be modified are
identified in 180 agreements, of which 36 make no
specific reference to management’s authority to alter
the standard. It is reasonable to assume that manage
ment retains the right to act under the appropriate cir
cumstances. The justification is usually a broad state
ment encompassing any change in the process affecting
a worker’s productivity:
Similarly, many agreements allow small changes in
the process to be made with no immediate change in the
standard. These contracts provide for the modification
of the standard when the accumulated changes create a
total adjustment in working time exceeding a specified
percent:
(86)
Not uncommon are provisions allowing the correc
tion of standards based on clerical or computational
errors:
(120) Present output and accuracy standards shall not be
changed unless there is a change from the existing
standards in the (A) methods, (B) procedures, (C)
equipment, or (D) work content of the job.
(121) When a work standard is established or when a
standard is disputed and settled it shall remain
unchanged and not subject to dispute again unless and
until the operation is changed in method, layout, tools,
equipment, process, materials or product design.
(125) A production standard once established shall not be
changed except in the case where the company makes a
substantial change in the materials, tools, machines,
method or design of an operation, unless it found
through investigation of a grievance presented by the
company or the union that there is a clerical error or
errors in computation.
(109) Where an incentive standard is found to be in error
due to arithmetical errors in calculation of the incen
tive standard or clerical errors in the transferring and
posting of the incentive standard, such errors shall be
corrected.
The unilateral right to modify production standards
without reference to a change in the methods of pro
duction is reserved to management in only five agree
ments:
(122) The establishment and enforcement of production
standards and/or work requirements is the respon
sibility of the company. The supervisor will advise the
employee and the steward involved when a standard is
initially established or when it is being changed.
A change in production standards may affect an in
centive worker’s ability to maintain his or her earnings
level. This could occur should the quality aspect of the
standards be raised to a level requiring the worker to
operate more carefully, and at a slower pace, thereby
reducing incentive wages. To protect the worker from
(123) . . . the company shall have the right to re-time pro
duction standards or work quotas and to establish new
A change causing less than a 5% change in the total
standard will not be added to or subtracted from the
original standard. It will be noted and held and as
future changes are made they will be accumulated and
when the total accumulation exceeds 5% such total
changes will be made to the standard.
24
unwarranted decreases in earnings potential, six agree
ments require a revised standard to provide essentially
the same earnings potential as the previous standard:
(130) The union will have the right to review and discuss
any changes in standards. . . .
(126> When a work standard is changed . . . , it is under
stood that except in cases of errors in the previous
work standard, the new work standard will permit the
approximate same opportunity for earning premium as
existed prior to the change in the method, quality
specifications, or condition of the regular work stand
ards provided the same effort must be exerted.
Production-standard information
To help the parties effectively work together on the
installation and modification of fair and equitable pro
duction standards, many agreements provide for
various types of production-standard information to be
transmitted between the employer, the union, and the
employees. The type and timing of information is
usually a function of the role the recipient is to play in
the production-standard process.
As discussed previously, management usually is the
initiating party in the establishment or modification of
production standards. Even when the union or the
employee is the motivating party, the company is
usually responsible for the study or restudy of the
standard. As a result, the flow of information generally
is from the company to the union and the employee.
Of the 333 agreements having production standards,
142 stipulate certain information be provided to the
union. This number is, in all probability, understated,
as it is reasonable to assume that the company will
voluntarily provide the actual standards to the union.
This basic information is generally transmitted on a
routine basis, and there is no need for its formalization
into collective bargaining terms. Occasionally,
however, production standards are given to the union
only upon request:
A few agreements prohibit modification of standards
to offset increased productivity and employee earnings
resulting from superior employee effort and efficiency:
(87)
Subject to the provisions of the preceding
paragraph, the company agrees that standards will not
be changed by reason of increased earnings produced
by the operator’s own effort.
(127) Increases in pieces produced as a result of extra
operator effort, operator skill and ingenuity, or
because an operator does not take all the allowance
time specified, are not to be considered as part of a
method change causing a revision to the productive
standard or piece price per hundred.
To facilitate the cooperative establishment,
modification, and administration of production stand
ards and to minimize disputes requiring resolution
through an appeal process, 45 agreements contain a
clause stipulating the union’s right to question the ac
curacy of the standards, often entailing a revaluation of
the standard. (See table 18.) This action provides a
means to resolve standards disputes without resorting
to the grievance procedure:
(16)
(131) The company will supply the union with job stand
ards when requested.
Most frequently, the contract requires the company
to nofify the union of newly installed or changed pro
duction standards or when existing standards are ex
tended to new jobs or job classifications. Many agree
ments stipulate that the reason for such action also
must be disclosed:
Current moves on work standards shall remain in
effect during the term of this agreement unless a re
quest in writing is made by either the company or the
Shop Committee to have the Industrial Engineering
Department restudy any job and determine whether or
not the existing is equitable.
(132) The company will furnish the union a copy of the job
description and standard value of all operations now
on standards and any operation which is being
changed or to which production standards are being
applied for the first time at least six days before such
standards are to become effective.
(128) . . .the union may, at any time during this agree
ment, request, in writing, a revision of any incentive
standard which the union believes does not have earn
ings opportunity as established in [this agreement].
Similarly, employees are specifically allowed to
question production standards in 54 contracts:
(126) When changes in work standards are made or when
work standards are applied to a new operation, the
foreman shall inform the union official of the new
work standards.
(129) When a new incentive rate is established by the com
pany, the employee may, at any time after the rate has
been set, call to the attention of this foreman any in
consistencies which may exist.
(97)
Less common, but equally important in maintaining
open communication and a mutual understanding of
the issues, are clauses establishing a process in which
the union and the employer would discuss productionstandards issues:
The steward of the appropriate unit will be notified
in writing by the supervisor of the respective depart
ment of new incentive standards or changed incentive
standards and the reasons for the new or changed in
centive standards as soon as they are determined.
At times, an agreement, while requiring the company
to notify the union of changes in production standards,
may exclude those considered to be routine or minor:
25
(81)
The employer shall notify and discuss time standard
changes with the union before installation, except for
minor routine changes.
count, measure of weight, as well as pieces or units per
hour and will be instructed on the job method and se
quence before their time standard becomes effective.
While most information to the union on modified
production standards was found to be required before,
or shortly after, the effective date, a few of the agree
ments call for periodic reports:
Typically, each production-standard worker receives
the standard relevant to his or her work operation.
However, a few agreements allow the information to be
posted, most likely in a place commonly used for com
pany-employee communications or the actual
worksites. This is likely to occur where a large number
of workers perform the same or similar work opera
tions:
(133) The company shall furnish the union once each
month with a list of jobs covered by this agreement in
which output and accuracy standards have been
changed, stating the reasons for the change.
(94)
Also common, yet found less frequently than infor
mation to the union on new or modified standards, are
provisions stipulating that the union receive relevant
data regarding disputed production standards.
As production-standard data may also be of use to a
company’s competitors, a few contracts obligate the
receiving parties to maintain appropriate confiden
tiality:
(134) In cases of disagreement relative to the standard as
set for a job, the company will make available the ap
plicable data and records during the discussion of such
questions.
(137) The company will provide a copy of the operational
elemental description and standard for each standard
installed at the site of the job classification involved
and will furnish a copy of the same to the President of
the union. This written record shall be considered
confidential and shall not be duplicated or copied and
shall not be removed from the plant or the union hall.
(135) The company will furnish the union with a copy of
any disputed production standard.
While most information-to-the-union provisions
simply state that the union is to receive the data, a few
specify the union official, or officials, by office, who is
to be informed:
(86)
Trial periods and temporary standards
It is agreed that any standards which have not been
used for a period of five or more years will become
null and void and the Union Incentive Steward will be
notified of any such cancellation.
Many agreements provide for the use of temporary
standards during trial periods where permanent stand
ards have not been established or are in question. Some
contracts provide temporary standards to use when the
company and the union can not agree on the accuracy
of standards prior to their actual implementation or
when the standard in effect is appealed. Others provide
for a trial period under temporary standards as a
planned stage in the standard-setting process. Through
the use of a fully operational test period, conditions
which may not be apparent in smaller, more structured
tests may be observed and accounted for in the final
standard.
The duration of the trial period must allow for
worker acquisition of required skills, the observation of
all steps in the operation, and the experimental use of
alternate methods. Clauses stipulating a trial period of
fixed duration, or a minimum or a maximum time
limit, were found in 35 agreements. (See table 19.):
(136) The company will explain new production standards
or tonnage rates to the Union Grievance Committee.
Provisions obligating the company to provide pro
duction-standard information to the employee occur in
97 of the 333 agreements containing standards. Again,
it is reasonable to assume that, while only 97 contracts
specify a production-standards information flow to the
employee, all employees operating on production
standards are informed of the requirements of the job
or the basis of the incentive wage system. Virtually all
of the agreements stipulating information to the
employee require only the standard to be transmitted.
Most provisions direct the information to all produc
tion-standard workers:
(130) Employees on performance rated jobs will be fur
nished a card showing the standard for the respective
operations they perform and the amount of work re
quired per hour for each degree of efficiency.
(78)
(104) All operators or group of operators including new
employees and transferees will be notified of their
time standard in decimal hours per piece, unit of
Whenever practicable, new and revised standards
will be posted forty hours before they become effec
tive.
26
The first twenty working days of actual operation
under a new piecework rate or incentive work stand
ard and ten working days of actual operation under a
changed piecework rate or incentive work standard
shall be a trial period during which the employer may
make whatever adjustments it feels are necessary in
such rate or standard.
immediately preceding cancellation of the old stand
ards.
(108) The department chairman and the foreman of the
department involved shall agree to the length of a trial
period of not less than three working days during
which the employees involved shall give the proposed
piecework prices or standards a fair trial. . . .
Temporary standards may be substantially revised at
the end of the trial period or the appeal process, possi
bly creating wage inequities. Of the agreements sur
veyed, 81 contracts, covering 215,500 workers, pro
vide retroactive compensation for workers with com
pensation inequities resulting from inaccurate tempor
ary standards during trial or appeal periods:
(138) Upon the installation of a standard under the Stand
ard Hour Plan, the employees shall make an honest
effort to develop incentive earnings during a fair trial
period of 28 calendar days. It is recognized that a
standard may only be in use for a fraction of this 28
calendar day period; however, once the 28 calendar
day period is exhausted, the standard is no longer sub
ject to the trial period.
(138) Retroactive adjustments due to the correction of
such standards during the fair trial period will be
made to the date of the installation of the standard.
An open-ended time limit for the duration of tempor
ary standards was found in 15 agreements. Generally,
these provisions allow the temporary standard until the
new standard can be set:
(54)
A few agreements allow the work to be performed on
a daywork basis or on temporary standards with
retroactive compensation until permanent standards
are established, depending upon the circumstances:
Temporary standards may be used for new opera
tions or changes in existing operations until new per
manent standards can be established. . . .
(142) During the interim time, the job shall be performed
on either non-standard or retroactive status. The
employee shall be notified of the status that will be
used for the job. Retroactive status shall be used when
the condition, raw material, method, equipment, and
quality specifications are sufficiently well established
to permit standards applications.
(139) After such standards or rates are installed and if the
union challenges such standards or rates within 30
days thereafter, these standards and rates shall be con
sidered temporary during the period that the stand
ards or rates are in dispute.
To ensure adequate time to determine accurate
standards, a few agreements provide for an extension of
the trial period with the mutual consent of the parties:
Although not common, a few agreements allow the
use of temporary standards for special operations or
jobs of short duration. The use of temporary standards
for these purposes does not entail trial periods or
special methods of compensation:
(102) The incentive standard originally established for
any operation may be either temporary or permanent.
However, where temporary standards are established
and no action is taken in regards to said standards
within sixty days after the first day of production they
shall become permanent standards, unless by mutual
agreement the date is extended.
(143) Temporary incentive standards may be established
by the company on short run or special operations, but
such temporary standards shall be so identified and
shall be effective for not longer than thirty calendar
days.
While working under temporary standards during a
trial period, an employee may perform a new or
modified operation and, perhaps, utilize unfamiliar
tools, materials, and methods of production. To pro
tect the worker from an unwarranted decrease in in
come during the trial period, 40 agreements provide
special compensation for workers operating under tem
porary standards. Most often, the worker is paid the
average wage earned during a previous period:
(110) When one of the changes in conditions described
above occurs, the Industrial Engineering Department
will establish a new standard as promptly as practica
ble. Where the conditions for the new rate being
established will be limited in duration, the Industrial
Engineering Department may release it with a notation
that it is for “this job only’’ or for a specified period of
time. Standards thus established shall be known as
“Temporary Standards-Conditions” (TC Standards).
(140) During the 4 weeks’ trial period all employees re
maining on the job being changed will be guaranteed
their previous average hourly earnings for the last
Social Security quarter or a period to be mutually
agreed upon.
A few agreements found it necessary specifically to
require workers operating on a temporary standard to
work with a reasonable amount of effort and diligence
to ensure a fair evaluation of the standard:
(141) During the interim period between the cancellation
of the old standards and installation of the new, all
employees affected shall receive an interim differen
tial, or interim rate, to protect them from earnings
loss, calculated by reference to a representative period
(110) Upon the establishment of a standard under the
SHP, the employees shall make an honest effort to
develop incentive earnings during a fair trial period of
not less than 30 days.
27
the company and the union will agree upon the selec
tion of a special arbitrator from a source different
from that provided for in the arbitration clause of this
agreement. It is agreed that in the selection of such
special arbitrator the company and the union shall
select an individual who is competent in the industrial
engineering field and who in making his decision shall
consider existing industrial engineering practices.
Production-standards appeal procedures
Provisions specifying the mechanism that the parties
have agreed to use in resolving production-standards
disputes are found in 165 agreements. (See table 20.)
Usually, the appeal process is grievance and arbitration
or an accelerated grievance and arbitration procedure.
Virtually all agreements provide for general dispute
resolution through a grievance process and, slightly
less frequently, arbitration. In the absence of a prohibi
tion on the use of grievance and arbitration procedures
for the adjustment of production-standards complaints,
it is implicit that they can be used.
Grievance and arbitration is the most often specified
production-standard dispute settlement procedure, oc
curring in 80 of the contracts. Provisions specifying a
grievance procedure without arbitration occur in 29
agreements. Arbitration as the sole production-stand
ard dispute procedure is found in only three contracts:
Limitations on production-standards appeals are
common among agreements designating procedures for
handling production-standard disputes. Of the agree
ments surveyed, 72, covering 244,100 workers, contain
one or more restraints. (See table 21.)
As mentioned earlier, mutually acceptable produc
tion standards form the basis of a worker’s incentive
earnings or performance evaluation. It is necessary,
then, that disputes concerning the accuracy of a stand
ard be registered and resolved as expeditiously as
possible. An inaccurate standard allowed to exist over
a protracted period of time may cause serious economic
inequities as well as provide a basis for unfair work per
formance evaluations. Also, to administer production
standards effectively, it is necessary to establish their
acceptance by the parties within a reasonable period of
time. Usually, a party failing to appeal within the
prescribed time limit is considered to have waived the
right of challenge. Clauses requiring production-stand
ards appeals to be registered within a specified period
of time were found in 29 of the agreements studied:
(130) Any dispute or disagreement over changes in stand
ards will be resolved in accordance with the grievance
procedure including arbitration as provided. . . .
As production standards are used extensively in dayto-day operations for evaluating worker performance
and determining incentive earnings, an unresolved dis
pute may strain union-management relations as well as
undermine worker morale and productivity. To facili
tate an early accord, 20 agreements provide for ac
celerated adjustment procedures. Of these provisions,
15 involve both grievance and arbitration while 5 pro
vide for grievance procedures without recourse to ar
bitration:
(78)
(123) Any [production standard] protest filed by the
employee or employees affected under the provisions
of this Section 4 shall enter the second step of the
grievance procedure established in this agreement and
shall be processed through the third step of such pro
cedure. . . .
Almost as prevalent are provisions allowing an ap
peal of new or revised standards only after completion
of a trial period of temporary standards. This con
straint, found in 24 agreements, allows both parties
time to observe and evaluate the proposed standards,
possibly eliminating unnecessary disputes:
(131) A work standard grievance shall be instituted
directly in step two (in writing) of the grievance pro
cedure. In the event the dispute is not resolved at the
third step, the matter may be appealed within one
week by the union to a special expedited arbitration
procedure. The company will supply the union with
job standards when requested.
(86)
Any grievance concerning a new or changed stand
ard may not be filed until such new or changed stand
ard has been in operation for 15 working days.
(108) The Department Chairman and the Foreman of the
Department involved shall agree to the length of a
trial period of not less than 3 working days during
which the employees involved shall give the proposed
piecework prices or standards a fair trial. If, at the end
of the trial period, and review by the shifts involved, a
dispute exists as to the correctness of the price or
standards, a grievance may be processed as provided
by the grievance procedure.
As a production standard may be established using
one or a number of specialized tests, methods, or
studies, the resolution of a standard dispute is occa
sionally administered through special procedures. Such
procedures were found in 33 agreements. They usually
call for an expert to assess the accuracy of the existing
standard and resolve the issue of compensation for
work performed under inaccurate standards:
Restrictions on the jurisdiction of the arbitrator were
found in 17 agreements. Mostly, the arbitrator is
prohibited from actually setting the standard where it is
(144) It is understood and agreed that in the event of
unresolved disputes concerning production standards,
Any grievance against the new or changed rate or
standard which is filed within the trial period
specified ... or which is filed more than 10 working
days after the expiration of the trial period
specified . . . shall not be subject to consideration.
28
found to be inaccurate. The issue is usually returned to
the parties for the purpose of modifying the standard in
accord with the arbitrator’s decision:
(145) The arbitrator shall not have authority to modify
production standards; but in deciding whether there
was just cause in a case arising under this paragraph,
he may consider whether the standard involved is
proper under the fair day’s work or pay principle men
tioned above. If the arbitrator sustains the grievance
on the ground that the standard involved is not proper,
local management will review it with the appropriate
local representative.
allowances are specifically referred to in only 1.15 of
the 333 agreements having production standards. (See
table 22.)
Personal time allowances provide nonproductive
time during the work period to accommodate the per
sonal hygiene needs of the employee. Delay time ex
empts the worker from productivity requirements for
expected periods of inactivity beyond the employee’s
control (i.e., waiting for supplies or performing mainte
nance on equipment). The fatigue allowance reduces
the expected level of productivity as the workday ad
vances:
The jurisdiction of the arbitrator is specifically
limited and restricted to the sole determination of the
following questions:
1. Was there a clerical error in the computation of
the incentive standard, or
2. Was there a change in design, equipment, material
specifications or manufacturing methods, and/or
3. If there was a change in design, equipment
m aterial specifications or m anufacturing
methods, what elements were changed?
(107) In the establishment and adjustment of incentive
time standards, the Industrial Engineering Depart
ment shall give due consideration to fatigue, speed,
effort, rest, and personal necessity, among other fac
tors.
While not common, 11 agreements prohibit produc
tion-standards disputes in general, or certain types of
standards disputes, from going to arbitration:
(143) All incentive standards shall include an allowance
totaling 13% of the element time. This 13% allowance
shall consist of 5% for personal and fatigue time, in
cluding all personal clean-up time, and eight percent
(8%) for contingencies and delays.
(97)
(32)
As shown above, most agreements explicitly provid
ing for allowances do so with general statements.
However, a few contracts specify the percent of worker
time to be allocated to the various allowances:
The umpire shall have no power to establish a new
rate or change the existing wage rate structure,
establish new jobs or change existing job content, or to
rule on: Any matter pertaining to production methods
or standards. . . .
(146) Allowances will consist of 15% calculated off the
hour in minutes and will include lunch, personal
fatigue, clean-up, and normal chip time.
Normal, expected, or minor delays are usually built
into the production standard. However, major delays,
such as machine failure or lack of material, cannot be
anticipated and accommodated in the standard. A few
agreements exclude major delays from time worked
toward meeting the standard:
(102) Decision as to when an operation has reached the
stage that an incentive standard may be established
therefore, is to be made by the company, subject to
grievance procedure, but not arbitration.
Provisions allowing only those workers affected by
the disputed standard to initiate an appeal are found in
six agreements:
(18)
(147) Delays due to mechanical breakdowns and other in
terruptions of work of longer than 10 consecutive
minutes (.17 hour or more) shall not be charged to the
incentive job. Minor delays of 10 consecutive minutes
or less (.16 hour or less) shall be charged to the incen
tive job. These minor delays are part of the normal
conditions of the job and credit for the average occur
rence shall be provided for, through the use of delay
Should any dispute arise after a time standard
hereafter is set or changed or corrected by the com
pany on any given job, the union may investigate with
the Methods Engineer, and/or Plant Superintendent
and/or his designated representative the method under
which the standard was established in an effort to ar
rive at an amicable adjustment. If an amicable adjust
ment is not arrived at, any aggrieved employee shall be
free to file a grievance. . . .
allowances included in the standard:
Discipline
Employees working on operations covered by pro
duction standards face implicit penalties for failure to
perform at or above the expected level of productivity.
The earnings of the incentive worker failing to produce
the minimum acceptable output generally falls to the
preestablished minimum payment. As this compensa
tion is usually less than the incentive wages earned
when producing at or above standards, the worker has
incurred an economic penalty. In addition, continued
Allowances
A fair day’s work as measured by production stand
ards takes into account factors inherent in the worker
or the work process which limit the employee’s pro
ductive time or capacity. Typically, allowances are
categorized as personal, delay, and fatigue time. These
factors are virtually always considered in calculating
the standard. However, one or more of these
29
standards are not met, including placing an employee
inability to meet standards may place the worker’s job
on
a more suitable job in the same or lower labor
in jeopardy. A nonincentive employee performing work
grade
where appropriate, in which case the affected
measured by production standards is evaluated, in
employee will be deemed to have filed a valid job re
part, by the degree with which he or she meets, falls
quest.
short of, or exceeds the standard. As with the incentive
worker, the worker’s wage treatment and job security is
It is probably common practice to discipline for un
related to his or her performance measured against the derperformance only as measured by permanent stand
standard:
ards. During temporary or appealed standards, the cri
terion
to evaluate a fair day’s work has not been ac
(148) W henever an o p erato r has been charged cepted by the parties, and it is tentative and uncertain.
with .. . inefficiency.. . for failure to make standard, Clauses prohibiting discipline for failure to meet tem
the supervisor will so advise the operator and the
operator will initial the pay card indicating his (the porary or appealed standards occur in five agreements.
operator’s) awareness of such failure and the reason. If Usually, this exemption from expected productivity re
the operator questions the reason for failure and the quirements is contingent upon the employee exerting a
foreman does not alter the reason, the operator may genuine effort to perform adequately:
follow the grievance procedure.
The company agrees that it will not discipline any
In addition, however, 37 of the agreements surveyed (152) employee
for failure to meet the standard and/or work
include explicit penalties for workers not meeting or
requirements during this trial period during which
time the employee will put forth a fair and honest
exceeding the standard. Most prevalent are provisions
effort.
stipulating general discipline, possibly including dis
charge. (See table 23.):
(139) During the 30 day period after a new standard is in
troduced, or if a grievance is filed and until the dis
pute is resolved, an employee will not be disciplined in
any way for failing to meet the new standards, pro
vided he makes a good faith effort to meet such new
standard.
(149) Continued failure, or refusal, of an employee to pro
duce on the basis of such production standards shall be
considered due cause for discipline, including dis
charge, unless the failure is due to causes beyond his
control. . . .
Accepted production standards have been deter
(150) If an employee fails to produce an average of 100%
performance or above an accepted standard for a mined by the parties to be the expected output of a
period of eighty (80) consecutive standard hours prescribed quality by using specified methods and
worked, he may be subject to disciplinary action.
equipment. The method of operation and the equip
As the degree of difficulty and skill required to per
form the necessary work tasks may vary from job to
job, a worker not meeting standards on one job may be
capable of performing adequately on another. Provi
sions allowing the employer to reassign underperform
ing employees to a more suitable job classification were
found in 10 agreements:
(151) The company may establish production standards
and notify employees of standards or quotas they are
required to meet. It is the policy of the company to
seek out and correct causes of failure in cases where
ment on which the production standard is based are
chosen to maximize quantity, quality, and worker
safety, while minimizing cost and worker stress. Agree
ments with production standards occasionally contain
clauses allowing discipline of workers failing to utilize
the proper tools or method of production:
(153) When imposing discipline for failure to follow a
prescribed method or for failure to use the tools pro
vided in a proper manner, an employee will be in
formed in writing in what respect he failed to follow
the method or use the tools. Upon request, the Chief
Steward will also be given the reason.
30
Chapter 5. Time-Study
Procedures
Part of the process of setting production standards is
to make an analysis of the job to identify the major ele
ments or components, and then measure or estimate the
worktime required to complete each element or work
cycle of the job according to specification. Of the 496
agreements referring to either incentives or production
standards, 263 covering 1.5 million workers, almost all
in manufacturing industries, contain provisions for set
ting production or incentive standards through the use
of time studies or related measurement techniques. (See
table 24.) These may include time measurements and
studies, work sampling, production studies, and motion
pictures. Although one or more methods may appear in
the same agreement, time study is cited in 246 agree
ments:
(156) The company shall maintain an industrial engineer
ing department to make time studies and methods
analyses of any of its operations. . . .
(157) The introduction of new operations will require that
time studies shall be made.
The introduction of changes in equipment, methods
of processing, material processed, or quality of pro
duction standard shall require a new study on an exist
ing operation having an incentive standard; changes in
incentive standards resulting therefrom shall be
limited to those resulting from the change in time of
elements actually changed.
(146) When a job is changed to a different group of equip
ment or when changes are made in production
methods, materials, tools, dies, number of men, change
in equipment used or matters of similar nature, the job
shall be restudied and/or re-evaluated when necessary
and standard established in accordance with actual
changes in the affected elements only.
(154) In setting wage incentive rates and allowances the
company will utilize the best methods known to the ex
tent it considers the same practicable for the opera
tions for which the rates and allowances are to be set.
The following methods may be used with respect to
any such operations:
time standards (including elemental time standards)
time studies
work sampling
production studies
motion picture camera studies
other measuring techniques
Following establishment of incentive values, rates,
and production standards, it may be discovered that
they are incorrect. Correction of errors often requires
the affected jobs to be subjected to another time study:
(158) It is understood and agreed by the parties hereto
that the company may continue and/or install a piece
work or incentive system in its plant. Such incentive
plan must be mutually agreed to between the parties.
In the event it does so, piece work or incentive rates
shall be established by the time studies made by the
company and same may be revised. Employees shall
have the right to question the time study on any job
which they believe to be improperly timed. In such
event, the company shall cause an investigation to be
made and if it believes that an error may have been
committed, it shall cause such job to be retimed. In the
event the result of such retiming is still questioned or
in the event the company fails to retime such job, the
matter may be handled according to the grievance
procedure provided for in this agreement. It is under
stood and agreed that incentive rates will be so ad
justed as to compensate employees working on the in
centive basis for the rest periods without additional
pay therefor.
(145) The [company] incentive systems afford an oppor
tunity for extra earnings for extra effort and guarantee
only the incentive guaranteed rate. The establishing of
methods of manufacture, equipment to be used, and
processes to be followed and the administration of the
incentive systems will be management’s responsibility.
(155) ... In order to obtain the facts with respect to any
department, or any portion thereof, or with respect to
any job or operation, the company reserves the right to
use all available means or methods, such as job
analysis, time study of both machines and employees,
methods study, motion study, the suggestions of super
visors, and the services of industrial engineers and
other consultants. The union agrees to cooperate with
the company on these studies and reserves the right to
make suggestions. . . .
Conditions for time study
Many agreements establish the conditions under
which time studies are to take place. Frequently, such a
study is conducted whenever new operations are in
troduced or significant changes are made in existing
ones. Some clauses require a time study if changes
affect the job to a specific degree. Others limit a time
study only to those elements of a job that have actually
changed without affecting the rest of the operation:
31
efficiency of operations, and the reasonable capacity
of normal operators. . . .
This includes the establishing of time values for wagepayment purposes by the following methods: by time
study, from formula or data, by comparison, or by esti
mate. The foregoing methods will be used for the pur
pose of establishing recorded or temporary time
values on new work or for revising on changed work.
Management agrees to correct immediately any time
values which are questioned and found to be in error.
If an operation with an old incentive standard is
changed ... a time study will be taken of the method
before and after the change. The old incentive stand
ard will be adjusted in direct proportion to the change
in time between the old method and the new method,
as shown by the time studies.
Under agreements with time-study provisions, 36 or
15 percent provide for the union to conduct a study,
usually after a complaint has been filed. The time-study
data may be subject to joint review by company and
union. If the dispute cannot be resolved, a representa
tive of the international union may be brought in to
study the standard in dispute:
(138) The union wage salary rate committeeman desig
nated by the union will be permitted to conduct the
legitimate duties of his office. ... He will also be per
mitted to conduct time studies in the plant on a time
standard on which there has been a dispute or com
plaint filed, provided notice is first given to the
manufacturing standards and time study department
and the job foreman of the department involved.
If the local union has been unable to resolve such in
centive standard in dispute, a representative or repre
sentatives of the International Union designated by the
union shall be permitted access to the employer’s pre
mises to conduct such examinations and study the
standard in dispute upon prior notice to the manufac
turing standards and time study department.
The data developed by the union relative to the dis
puted standard prior to Step 2 of the grievance pro
cedure will be made available for review by the com
pany with the wage salary and rate committeeman.
A time study also may be required at the request of
the union or employees, often to aid in resolving a
question or dispute concerning incentives values or
production standards. To avoid prolonging rates or
standards that later may be found inequitable, the
clauses may stipulate that the time study must be com
pleted within a given period:
(159) Time study [department] agrees to restudy and, if
necessary, retime any operations in which there is a
dispute over standards. If the union requests, jobs will
be retimed within 15 calendar days. . . .
(160) If an operator makes a request through the union
steward to the foreman that a particular operation be
time studied, which has been previously established by
basic data, and on which the operator believes there is
an inequity in the standard time, the company shall
time study such operation for the purpose of validating
the application of the basic data. This time study
should be taken, if practical, on the day on which the
request is made and in no instances should the study be
taken later than the second work day following such
request.
Over 10 percent of the agreements with time-study
provisions permit management and union time-study
engineers to make joint time studies, ordinarily to help
settle a grievance. A common practice is for the union
representative to report to the management time-study
engineer for instructions on making the study. Each
party will furnish to the other information and records
concerning the time study. Under certain conditions,
the requirement for filing a written grievance before
making a time study may be waived:
Conducting the time study
Although many contracts limit the use of time studies
to certain conditions, once these conditions are
satisfied, management almost always unilaterally initi
ates the studies. However, union or joint studies some
times are permitted under the same agreement in cer
tain conditions—usually, retiming when a grievance or
other dispute exists. Of the 246 time-study provisions,
225 or 91 percent establish the study as a management
prerogative. (See table 25.):
(2)
(161) It is expressly understood that the employees and
the union shall not object to time studies or studies in
efficiency in operation being made in the plant.
(162) The company may study and establish a unit time
allowed on any job at any time in accordance with
standard time study practices and procedures. . . .
(163) Time studies will be made by the management to
establish the standards of production for the different
operations and classified jobs on the basis of fairness
and equity consistent with quality of workmanship,
32
In any case where a grievance involving such a rate
has been processed through the step immediately pre
ceding the industrial relations step in the grievance
procedure, the company, upon request of the local
union or the international union directed to the in
dustrial relations department, thereafter will permit a
designated union time study engineer or engineers to
enter the local plant for the purpose of observing and
making such time studies on the protested operation
and on the identical or most similar equipment as are
necessary in order to resolve the grievance. . . . The
union time study engineer or engineers will first report
to the designated company representatives for a dis
cussion concerning taking such time studies, which
studies shall be made in company with management
representatives, and each party will furnish informa
tion and show records concerning such time studies.
When such a joint study has been started neither party
shall be permitted to stop the study on the basis of im
proper operations, except by agreement, but a notation
may be noted on the observation sheet and the operat
ing conditions may be discussed subsequent to the
study. With approval by the industrial relations
department such a joint study may be arranged without
the filing of a written grievance. It is the obligation of
the parties to expedite the completion of joint studies
and resolution of the disputes.
on the administration of wage incentive or a time study
within the plant. Arrangements will be made by the
employee relations manager upon request of the union
president to excuse this employee from his regular
work for the necessary time required for this purpose.
The union agrees that the time spent off his job will be
held to a minimum.
(164) If any standard is grieved, it will be. jointly
rechecked by the continuous watch reading method by
the employer and the rate committeeman. If a stand
ard is grieved which involves an entire production
department or is in the third stage of the grievance
procedure, the union may, upon notification to the in
dustrial relations department, arrange to have a union
time study expert to jointly recheck with the company
the standard which is the subject of the grievance. . . .
(137) The company will recognize one local union time
study engineer, subject to the following requirements
and conditions: Such individual shall be selected by
the local union executive board subject to the ap
proval of the company. The individual selected must
be an employee of the company as well as a member of
the local union.
A determination will be made by the company and
the local union as to the qualifications and progress of
the individual selected during the training period at
such time as the company feels the individual is not
making satisfactory progress necessary to qualify as a
time study man.
The company will train the employee selected. The
company will provide at its expense all material neces
sary to train the selected employee. This training
period shall be of 60 calendar day’s duration. Except
as provided otherwise ... in this agreement, the union
shall pay the trainee all of his wages lost during the 60day training period; provided, however, that if the
trainee was selected to replace the immediately pre
ceding local union time study engineer as the result of
that engineer having been transferred by the company
from a job in the factory bargaining unit to a position
outside of that unit, the company shall pay the trainee
all of his wages lost during the 60-day training
period. . . .
To resolve a dispute, an outside expert may be
brought in, usually by the union, to investigate and
make time studies. Qualified consultants also may be
asked to serve as arbitrators in disputes of this kind:
(165) . . .The union may elect to use the services of a
designated time study engineer who shall be given all
necessary facilities by the employer to investigate the
dispute, make time studies and attempt to achieve a
settlement.
Arbitration shall follow the regular procedure, ex
cept that only where both the union and the employer
so desire, a technical arbitrator may be selected. . . .
(166) . . . When, after the trial period, a dispute exists be
tween the parties involving an incentive or piecework
rate or standard, the company, on request of the union
president, shall permit a time study engineer approved
by the union to enter the plant for the purpose of mak
ing studies of the rate or standard in dispute in order
that the union may be in a position to properly present
its case to the company. . . .
Information to the union
Less than 20 percent of the agreements with timestudy clauses provide for the union to receive advance
notice that a job is scheduled for time study. (See table
26.) The worker may also be informed so that the ac
tion does not come as a surprise. Furthermore, advance
notice may foster full cooperation:
Selection and training of union time-study
personnel
Agreements that permit the union to singly or jointly
conduct time studies also sometimes provide for the
selection and training of the union time-study represen
tatives. Under a common procedure, the union selects
an employee for training, subject to management ap
proval, and the company’s time-study department pro
vides the training.4 Under some agreements, during the
training period, the union may pay the employee’s
wages:
(168) When an operation is to be time studied, the depart
ment supervisor will inform the operator and the
designated union representative of that fact.
(35)
(169) In order for the company to maintain plant efficien
cy consistent with fair labor standards and good work
ing conditions, the company may conduct industrial
engineering studies, analysis of operations, time
studies or other generally accepted methods to collect
information necessary to provide efficient operations.
The union will be notified in advance as to the time
any such method of collecting information is to be un
dertaken, and will be informed of the particular
method or methods of collecting information to be
used.
(167) The company will train an employee mutually
agreed-upon by the union and the company in the
theories and practices of wage incentive and time
study to represent the union in any grievance arising
4In the absence of a local time-study representative, the local
union also may obtain technical advice from time-study engineers
on the staff of the international union. Under some circumstances,
noted previously, international union representatives may be
allowed access to the plant to conduct time studies or examine data.
It will be the practice for the company time study
engineer to contact the steward in the department, giv
ing him a brief outline of what study is to be made in
the department.
33
Almost one-third of the agreements with time-study
clauses provide for release to the union of time-study
data used in setting production standards. (See table
26.) The data may be summaries of time studies show
ing elemental actual time, frequencies, and fatigue
allowances:
(81)
Wage rates and time studies will be available to the
union at all times.
(77)
On request by the union representative assigned to
the situation, the company agrees to provide at the
close of the trial period summaries of the individual
overall time studies showing the elemental actual
times, frequencies, and fatigue allowance. . . .
the price committee and if it should develop that the
price is unsatisfactory, the employees shall continue to
work on the lot agreed upon until such time as the
price committee refigures, at which time the new price
shall be retroactive to the time when work began on
the lot in question. . . .
Some agreements set forth the obligations and
qualifications of a worker to be studied. The individual
is expected to know all aspects of the job and do it well.
In addition, the worker is expected to cooperate and
comply with all instructions. The resulting time-study
data should be a measure of a representative perfor
mance of a worker:
(172) In establishing incentive standards the workman in
cooperation with the foreman and time-study man
shall perform the operation in exact accordance with
the method prescribed by the company for that opera
tion, and shall try out the operation a sufficient num
ber of times to establish a set time for the operation.
Where the same operation is performed by more than
one worker, and if requested by the union, a time study
shall be made on the majority of the employees in
volved, provided, however, that at no time shall the
company be required to study more than 5 operators in
order to set a standard on the job.
In a few agreements, the company notifies the union
of time-study results. This notice usually contains a
brief description of the new production standard and
its effective date:
(170) The company shall notify the union office and the
labor standards committee when, as a result of time
study a new standard becomes effective and is placed
in bulletin form.
(150) After carrying out this joint study, the company
shall advise the appropriate union time study repre
sentative of the results of the study. . . .
(84)
Employee performance during time study
. . . The employee, when being so time studied, shall
perform his work in accordance with the directions of
the company and shall otherwise cooperate to give a
performance which is representative of the conditions
existing at the time the study is made. . . .
Some agreements require a time test of a normal per
formance of an “average” operator—usually an ex
perienced employee from the operation selected for
study—to ensure collecting accurate data for setting a
fair production standard. (See table 27.) Since the
worker selected should be familiar with the process,
tools, equipment, and materials used in the perfor
mance of the job, he serves to establish the reliability of
the time-study data:
It is a tendency for some workers who are being
timed to “stretch out the time” in the hope that loose
standards will be set. This, of course, violates princi
ples of fair standards and incentives as much as a
(45)
(135) While a time study is being made, the employee or
employees whose work is being timed: Shall work at a
normal pace and shall not slow down or stretch out
their work or resort to any means whatsoever, which
would result in a loose standard or a false time cycle
being established or obtained.
management effort to restrict the study to exceptionally
fast workers. Many of the clauses stress the respon
sibility of the workers being timed to work at a normal
pace, and some establish the observer’s duty to deter
mine that a normal pace is set before making the study:
When a job is being timed or retimed, or a time
study is being taken or retaken, or a rate is being
checked or rechecked, the test shall be made on an
average operator whenever possible, and no employee
shall undertake any action to influence or interfere
with taking, making or determining such a test. If the
company questions the normal performance of the
operator in making said time study, he shall have the
right to use other reasonable means to secure and
assure a fair time study, including the right to use
another average operator(s).
(171) ... In cases of disagreement, the price committee
and the employer shall jointly agree to testers selected
among the workers of the shop. In selecting testers the
following rule shall be observed: The average worker
of that department shall be selected as the basis. The
time consumed by such selected worker shall be com
puted on the hourly rate set forth in this agreement; the
time consumed on the garment disputed shall be made
under the same conditions between the employer and
(63)
Rates set by the stopwatch method or standards will
only be set on operators, in the occupation, familiar
with the job. Such operators are required to perform
these duties at a normal work pace, while being timed.
Any disagreement as to the meaning of a normal work
pace shall be subject to the grievance procedure.
Length of time study
The output even of the most cooperative and cons
cientious worker may vary, and a time study limited to
a few cycles may be erroneous. Over longer periods, the
“law of averages” tends to eliminate such variations.
34
Consequently, some agreements require time studies to
be of sufficient duration to minimize errors in the data:
extended to provide data on both cyclic and noncyclic
elements of the operation:
(173) When establishing a standard by stopwatch study,
such studies will be of sufficient duration to assure a
sound standard.
(148) In setting rates standards department personnel,
upon the request of the person being studied, will in
crease the amount of time, within reason, spent taking
studies in order to obtain additional information to
aid in the establishment of non-cyclic elements.
(164) All continuous watch studies shall be for a minimum
of 30 minutes or 15 complete operations. On opera
tions with cycle time of less than one-half minute, a
minimum of 45 cycles will be observed.
In some instances, the duration of a time study may
vary according to the type of operation and the ele
ments of the operation selected for study:
(128) ■ The total of time studies made by stop-watch or con
tinuous. watch reading on any operation in the
manufacturing division shall require a minimum of 10
minutes. If such a time study is disputed, a study will
be made for a minimum of 30 minutes.
(75)
Some elements of a timed job may be performed at
irregular intervals or at longer than the regular cycle or
routine. The duration of a time study occasionally is
35
Generally speaking, studies will vary in length from
30 minutes to 2 hours, depending upon the type of
operation. Elements of an operation will be selected so
that the minimum record time of an element will not
be less than six-tenths of a minute. . . . This procedure
shall also be followed by any outside time-study peo
ple from the International Union.
Table 1.
Unit or time basis of incentive payment in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
------------------- ,
I ......... ....—
Total w i th
i ncenti ve
provi si ons
All a g r e e m e n t s
In du st ry
----- ----
— " ........
P i ec ew or k
S t a n d a r d ho ur
P i e c ew or k and
st a n d a r d ho ur
Agree Workers
ments
Agree Workers
ments
Agree Workers
me n t s
Agree Workers
ments
................
' -
T y pe of in ce n t i v e plan
Agree Workers
ments
U n ab le to
determi ne
Agree Workers
me n t s
i n d u s t r i e s .....................
1,438
6, 98 2. 9
442
2, 88 0. 2
190
999.6
70
20 3. 3
67
44 6. 5
1 15
1,230.8
M a n u f a c t u r i n g .........................
749
3,679.1
418
2, 67 4. 0
180
961.9
67
196.2
65
425. 1
106
1,090.8
Ord nan ce, a c c e s s o r i e s .................
Food, ki nd r e d p r o d u c t s ................
T o ba cc o m a n u f a c t u r i n g .................
T e xt il e mill p r o d u c t s .................
A p p a r e l ...................................
Lumber, wo o d p r o d u c t s .................
Furn itu re, f i x t u r e s ....................
Paper, a l l i e d p r o d u c t s ................
Pr i n t i n g an d p u b l i s h i n g ...............
Chemi c a l s ................ ................
P e t r o l e u m r e f i n i n g .....................
R u hb er and plastir*?....................
Le at he r p r o d u c t s ........................
Stone, clay, an d g l a s s ................
P r i m a r y m e t a l s ..........................
F a b r i c a t e d m e t a l s ......................
Machi n e r y ................................
E l ec tr ic al m a c h i n e r y ...................
T r a n s p o r t a t i o n e q u i p m e n t ..............
I n s t r u m e n t s ..............................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..........
16
105
32.3
293. 5
26 .4
38.8
452. 5
10.9
30.0
96.6
47.2
2
6 .1
160.8
1
4.2
50.5
7.0
25.0
43 5. 9
5.2
3.9
2.9
3.5
8.3
—
70.3
42 .9
30.6
9.3
4.0
61.3
99.4
76.5
4.8
16.2
1
2
1.9
3.2
-
_
_
4.0
_
18
-
-
All
N o n m an uf ac tu ri n g .....................
Mini ng, c r ud e pe tr ol eu m, an d na tu ra l
g a s .......................................
Tr a n s p o r t a t i o n .1.........................
Communi cat i o n .......................... .
Uti li t ie s, el e c t r i c an d g a s ..........
W h o l e s a l e t r a d e .........................
Retai 1 t r a d e ........................... .
H o t e l s a n d r e s t a u r a n t s ............... .
Serv c e s ................................ .
Co n s t r u c t o n ........................... .
M i s c e l l a n e o u s n o nm an uf ac tu ri n g ..... .
i
i
8
13
44
5
19
49
23
42
12
17
17
27
76
27
74
83
79
7
8
689
11
65
65
47
12
87
42
68
290
2
100.6
24.0
82 .3
48.0
82. 1
477. 8
80.1
257.1
408.7
1,052.3
16.9
11
43
4
8
8
3
11
1
15
16
26
66
21
21.1
48
53
31
5
7
3, 30 3. 8
148.6
572.8
495.7
134. 1
22.3
290.0
187.9
367.2
1,082.9
2.5
’Ex cl u d e s r a i l r o a d s a n d ai rl ines.
NOTE:
B e c a u s e of ro un ding, su ms of in di vi du al
35
4
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80 .3
462.6
53.4
128. 1
309.8
770 . 1
8.1
14
3
9
40
3
2
2
3
3
—
10
15
10
6
3
17
10
20
3
18.0
6
24
20 6. 2
10
7
136.5
1
20.0
-
-
2
2.8
_
—
2 .9
2
2
1
1
1
-
1
_
2
1
3.4
1.5
2
6.7
_
2 .3
7
2.2
-
4
1
1
1
1.4
339. 4
13.2
29.4
18.0
3.4
-
13
7. 1
2
21.4
9
140.0
1
1
20.0
1.4
5
r 132.0
-
-
61
1!
1
-
-
2
4.0
-
-
-
-
-
4
-
~
"
"
"
'!
"
item s m a y no t eq ua l totals.
1.0
3
2
19 1
-
5.5
"
4.5
1 .1
-
2.0
7
10
-
-
11.0
-
1
5
-
32. 1
4.7
3.4
7 .1
-
6
10
11
3. 1
-
8.0
19
3
11
34
1
-
_
103.1
4. i
3.5
90.8
7.9
19.2
52.3
5.0
15
5
-
8
2
36
3.6
1
1
2
-
12.0
"
3
1.2
-
-
32. 1
5.5
“
-
-
-
6
-
1
-
1
-
8
2
-
37.6 I
-
44.8
23.1
28.3
18.1
140.0
685.1
1.3
1.8
8.0
-
~
Table 2.
Group or individual basis for incentive earnings calculations in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total w i t h in ce nt iv e
provi si ons
G r ou p or
In du str y
Ag re e m e n t s
G r ou p
Workers
Agreements
M a n u f a c t u r i n g ..............
T o ba cc o m a n u f a c t u r i n g ......
Te xt i l e mill p r o d u c t s ......
A p p a r e l .......................
Lumber, w o od p r o d u c t s ......
Furnitu re, f i x t u r e s .........
Paper, a l li ed p r o d u c t s .....
Pr i n t i n g and pu bl is hin g. .. .
Chemi c a l s .....................
Pe t r o l e u m r e f i n i n g ..........
R u bb er and p l a s t i c s .........
Lea t he r p r o d u c t s ............
Stone, clay, an d g l a s s .....
Pr i m a r y m e t a l s ...............
Fa b r i c a t e d m e t a l s ...........
Machi n e r y .....................
El ect ric al m a c h i n e r y .......
Tr an sp o r t a t i o n eq ui pme nt .. .
I n s t r u m e n t s ...................
Miscellaneous manufacturing
Indi v idual
Agreements
Workers
Both
Workers
Agreements
Un a b l e to de te r m i n e
Workers
Workers
2, 88 0. 2
64
290. 8
17
67.6
99
532.2
262
1,989.6
2,67 4. 0
62
269. 3
17
67.6
98
529.6
241
1,807.4
o
35
4
6 .1
160.8
8
36.5
2
3.3
9
80 .3
2
6 .1
40.6
34.2
444.0
7.4
12.4
4
43
4
9.3
45.1
5
31.0
-
-
-
-
4
5.9
-
-
-
-
16
3
4
34
4
4
7
3
2
12.8
-
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128.1
309.8
770. 1
3
11
1
15
16
26
_
_
11.1
8
8
3
10.3
43.6
1.4
-
4
-
1
_
1
-
1
_
_
1
2
2
8.0
1
-
8.0
6
3
1
2.6
21
182.2
6
135.1
-
18.0
2
-
“
-
-
"
24
206.2
2
21.4
-
-
7
136.5
1
1
-
-
_
_
-
_
-
-
_
_
-
—
-
—
-
-
_
-
_
-
_
-
1
-
-
-
-
-
1
2 0 .0
-
-
6
12.0
8
32.1
5.5
2
"
1.4
2 0 .0
j
-
|
7
16
6
14
21
6
-
"
E x c l u d e s r a i l ro ad s an d airlin es .
NOTE:
B e ca us e of rounding, sums of in di vi du al
items ma y not equal totals.
Table 3. Procedure in change to different incentive plan in major collective
bargaining agreements, 1977
(Workers in thousands)
-------------- 1---------A g r e e m e n t s jW orkers
In du st ry
...................................
442
Total re f e r r i n g to pr oc e d u r e for c h an ge in p l a n ...........
68
| 2, 88 0. 2
I
|
445. 9
I
26
|
95.6
M a n a g e m e n t r i g h t ....................................................
37
|
315. 9
Uni on -m a n a q e m e n t n e g o t i a t i o n .....................................
3
|
24.9
Ma t t e r for local d e t e r m i n a t i o n ....... ....................... .
No ch a n g e d u ri ng life of a g r e e m e n t ..............................
2
|
9.4
______________ l____________
with
NOTE:
incentive
provisions
Be ca u s e of rounding,
su ms of indi vi du al
37
items m a y not equal
11.1
1
2
2
1
8.1
1.6
10.1
13.5
363.9
7.4
6.5
22
17
3
8.1
1.8
5
1
12
3.3
3.9
21.8
1
6.0
51.5
53.6
4.4
3.5
48
53
31
5
7
3
-
_
1.0
3.5
15.7
4.5
6.9
36.9
31.3
338.0
36.8
48.6
67. 1
743.9
4.6
7
7.7
2.3
3.4
5.8
66
21
Total
Ag r e e m e n t s
442
Mining, cru d e petro leu m,
an d natu ral g a s ............
T r a n s p o r t a t i o n .1..............
C n m m u n i r a t i o n ....................
Util iti es, e l ec tr ic and gas
W h o l e s a l e t r a d e ..............
Reta i1 t r a d e .................
Ho te ls and r e s t a u r a n t s .....
Servi c e s ......................
Con s tr uc t i o n .................
Mi s e el la ne ou s
no nm an ufa ctu ri n g ...........
i n ce nt iv e pl an s
418
11
No nm an ufa ctu ri n g ..........
in di vi du al
totals.
26.1
1.0
39.9
116.4
12.5
24.5
183.2
-
_
_
-
2.6
-
8
1
4
14
15
45
12
20
14
_
-
10.0
_
-
—
5
9.4
8
2
32. 1
5.5
Table 4. Extension of incentive coverage to existing jobs in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Ex te n s i o n of c o v e r a g e
Total w i t h in ce nt iv e
prov i si ons
Ind u st ry
Total
Agreements
M a n a g e m e n t righ t
Uni on -m a n a g e m e n t
ne go t iat ion
Workers
Agreements
Workers
Agreements
Workers
Agreements
Wo r k e r s
i n d u s t r i e s .....................
442
2, 88 0. 2
184
942.1
136
697. 3
45
260.3
Man ufa ct ur i n g .........................
418
2,67 4. 0
176
912.6
129
682.7
44
245.3
Or dna nce , a c c e s s o r i e s .................
Food, k i nd re d p r o d u c t s ................
To ba cc o m a n u f a c t u r i n g .................
T e x t i l e mill p r o d u c t s .................
A p p a r e l ...................................
Lumber, w o o d p r o d u c t s .................
Fu rni tur e, f i x t u r e s ....................
Paper, al l i e d p r o d u c t s ................
P r i n t i n g an d p u b l i s h i n g ...............
Chemi c a l s ................................
P e t r o l e u m r e f i n i n g .....................
R u bb er an d p l a s t i c s ....................
L e at he r p r o d u c t s ........................
Stone, clay, an d g l a s s ................
P r i m a r y m e t a l s ..........................
Fa b r i c a t e d m e t a l s ......................
Machi n e r y ................................
Ele c tr ic al m a c h i n e r y ...................
T r a n s p o r t a t i o n e q u i p m e n t ..............
I n s t r u m e n t s ..............................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..........
2
6 .1
1
11
1
6
6
2
1 .9
1
_
4
_
63.3
All
N o n m a n u f a c t u r i n g .....................
Mi nin g, c r ud e pet ro l eu m, an d na tu ra l
Tra nsp or ta ti o n .1.........................
Communi cati o n ...........................
Ut il iti es, e l e c t r i c and g a s ..........
W h o l e s a l e t r a d e .........................
R e t a i 1 t r a d e .............................
H o t e l s an d r e s t a u r a n t s ................
Serv i c e s ..................................
Co nst ruc ti o n .............................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ......
35
4
160.8
43
4
34.2
444.0
7.4
12.4
11
8
8
3
11
1
11.1
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128.1
309.8
770. 1
85.6
4. 1
16.2
19.8
3.6
5.1
3
4
-
1
8
8
12
-
-
-
2
2
3.3
2
18.4
1
8.4
36. 1
7.5
5.4
-
-
-
29.5
7
14.5
5.7
3
5.7
_
:
:
-
206.2
8
7
136.5
3
-
-
5
7
40
3
12
8.0
8.0
13.5
3.6
-
2.8
10
-
1
4
23
5
3
“
24
20.0
5.1
-
3.0
4.5
47.0
28.9
26.6
391.3
3.4
33.4
79.3
17.3
4.6
“
1
1
3
-
2
1
18.0
6
8.2
1.8
11.0
8.1
48
53
31
5
7
45
1
5
2
14
31
9
3
66
21
1
6.0
4.5
50.6
29.9
37.4
408. 4
10.9
36.3
137.2
31.2
4.6
15
16
26
5
-
4
1 .9
19.3
4. 1
-
-
9
3
3
9
3
6 1.8
7.9
-
-
1
8.0
1
15.0
_
6
12.0
1
1.3
1
1.3
-
-
8
2
32. 1
5.5
4
22.5
3
-
7.5
1
15.0
-
-
'
E x t e ns io n of c o v e r a g e —
.
-
'
"
-
Ho re fe r e n c e to
ex te n s i o n of
c o ve ra ge
Un a b l e to d e t e r m i n e
Agreements
Workers
-
Continued
|
Su bj ec t to e m p l o y e e
a p pr ov al
Agreements
-
Agreements
Workers
Workers
i n d u s t r i e s ...........................
5
15.3
7
14.5
258
1,938.0
Man ufa ct ur i n g ...............................
5
15.3
7
14.5
242
1,761.4
_
1
1.5
24
3
5
37
All
Ordnan ce, a c c e s s o r i e s ........................
Food, ki n d r e d p r o d u c t s ......................
T o ba cc o m a n u f a c t u r i n g ........................
Te x t i l e mill p r o d u c t s ........................
A p p a r e l ....................................
Lumber, w o o d p r o d u c t s ..................
Furni tur e, f i x t u r e s .....................
Paper, a l li ed p r o d u c t s ................. .
P r i n t i n g an d p u b l i s h i n g ................ .
Chemi c a l s .................................. • • •
P e t r o l e u m r e f i n i n g ...................... • •••
R u bb er and p l a s t i c s ...................... •••■
L e at he r p r o d u c t s ......................... • •••
Stone, clay, an d g l a s s ................ .
P r i m a r y m e t a l s ............................ • • Fa b r i c a t e d m e t a l s ........................... .
Machi n e r y .................................. • • •
El ec tr ic al m a c h i n e r y ........................
T r a n s p o r t a t i o n e q u i p m e n t ...................
I n s t r u m e n t s ............... .............. .....
M i s c e l l a n e o u s m a n u f a c t u r i n g .......... .....
NOTE:
4.5
_
_
_
_
_
6.7
1
_
-
_
1
_
_
_
1 .1
_
_
1
1.5
_
_
_
-
_
_
_
_
_
-
38
_
_
_
-
r a i l r o a d s an d airl in es .
Nonadditive.
1
_
_
_
1
1 Excludes
1
1.5
_
N o n m a n u f a c t u r i n g .....................
_
1
_
Mi nin g, cr ud e pe tro leu m, an d na tu ra l gas
Tra nsp or ta ti o n .1..............................
Communi cati o n ................................
Ut il iti es, el e c t r i c an d g a s ...............
W h o l e s a l e t r a d e ..............................
Re tai l t r a d e ..................................
H o te ls an d r e s t a u r a n t s .....................
S e r v i c e s .......................................
Construct!' o n ..............................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ...........
_
-
_
_
_
I
I
|
I
_ ||
|
I
I
_
-
2
5
4
3
7
7
4.2
75. 1
7.0
18.0
424.2
3.8
7.3
6.8
1
6.0
22
22
_
-
-
2
3.5
15.0
26.0
14.0
42.9
54. 1
42.5
91.8
172.6
738.9
3.5
16
176.6
-
4
130.8
-
I
1.3 I
-
2
1
1
_
_
-
2.3
1.0
|
2.4
-
_
-
-
"
8
14
21
15
34
6
1
-
5
4
2
-
—
10.0
20.0
--
10.7
-
9.6
5.5
Table 5. Extension of incentive coverage to new jobs in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Ex te ns io n of c o v e r a g e to ne w jobs
provi s ons
In du st ry
Management
Total
Ag r e e m e n t s
Un ion -m a n a g e m e n t
negot iat i on
right
Wo r k e r s
Agreements
Workers
Agreements
Workers
Ag r e e m e n t s
Workers
i n d u s t r i e s ....................................
442
2, 88 0. 2
103
597.2
54
306.9
7
34.8
Ma nu fac tur i n g ........................................
4 18
2,67 4. 0
10 1
594.6
53
305.7
7
34.8
Ordna nce , a c c e s s o r i e s ................................
Food, ki nd r e d p r o d u c t s ...............................
To ba cc o m a n u f a c t u r i n g ................................
T e xt il e mill p r o d u c t s ................................
A p p a r e l .................................................
Lumber, wo o d p r o d u c t s ...................... .........
Fur niture, f i x t u r e s ...................................
Paper, al li ed p r o d u c t s ...............................
Pr i n t i n q and p u b l i s h i n g ..............................
Chemi c a i s ...............................................
Pe tr o l e u m r e f i n i n g ....................................
Ru bb er and p l a s t i c s ...................................
Lea t he r p r o d u c t s ......................................
Stone, clay, and g l a s s ...............................
P r im ar y m e t a l s .........................................
F a b r ic at ed m e t a l s .....................................
Macni n e r y ...............................................
El ec tri cal m a c h i n e r y .................................
Tr an s p o r t a t i o n e q u i p m e n t ............................
I n s t r u m e n t s ........................................ .
M i s c e l l a n e o u s m a n u f a c t u r i n g .........................
2
6 .1
-
8.5
4. 1
14. 1
1 .1
26.5
12.9
12.3
174.6
9. 1
24.4
8.4
-
6.0
1.8
1.8
“
4.8
1.4
1.7
17. 1
9.8
“
All
35
4
160.8
2
1
43
4
34.2
444.0
7.4
12.4
7
3
11.1
11
8
8
12.8
11
1
15
16
26
66
21
43
53
31
5
7
6.0
1.4
1.5
2.8
5
7
5
41
48.7
24. 1
20.7
397.0
5
18.0
8.1
2
1
1
28.0
8.4
3.5
26.0
4.5
76.6
44.0
80 .3
462.6
53.4
128. 1
309.8
770 . 1
3
1
1
2
8.5
4. 1
20 .1
6
11
11.6
8.0
1.8
1.8
-
2
1
3
-
1
-
2
4
4
15
4
9
5
1
1
1
2
1
-
1
-
1
-
2
No nm a n u f a c t u r in q ....................................
24
206.2
2
2.6
1
1.2
-
-
Mininq, cr ude pe tro leu m, an d na tu ra l g a s .........
T r an sp or ta t ion 1........................................
Co mmu n i cat i o n ..........................................
Utili tie s, e l ec tr ic and g a s . .......................
W h o l e s a l e t r a d e ........................................
Reta i1 t r a d e ...........................................
Ho te ls and r e s t a u r a n t s ...............................
Serv i c e s ................................................
Constr uct s o n ...........................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g .....................
7
136.5
2
2.6
1
1.2
-
-
-
-
-
"
'
"
1
6
8
2
20.0
!
12.0
32. 1
5.5
~
“
~
_
No r e fe re nc e .to
ex te ns io n of
c o ve ra ge to new jobs
Extensi on of co v e r a g e to new jo bs —
Cont inu ed
Di scussi on , unio n
a p pr ov al not n e ed ed
Automati c
Ag re e m e n t s
Agreements
Workers
Agreements
Wo rk e r s
Wo r k e r s
i ndustri e s .................................... .
36
245.0
6
10.4
339
2,283.0
Ma nu fac tur i n q ........................................ .
36
245.0
5
9.0
317
2,079. 4
Ordna nce , a c c e s s o r i e s .................................
Food, ki nd r e d p r o d u c t s ............................... .
Tob a cc o m a n u f a c t u r i n g ................................ .
Te xt i l e mill p r o d u c t s .................................
A p p a r e l ...................................................
Lumber, w o o d p r o d u c t s .................................
Furnit ure , f i x t u r e s ....................................
Paper, a l li ed p r o d u c t s ................................
Pr i n t i n g and p u b l i s h i n g ...............................
Chemi c a l s ............................................... .
Pe tr o l e u m r e f i n i n q .....................................
Ru bbe r and p l a s t i c s ....................................
Lea t he r p r o d u c t s ........................................
Stone, clay, an d g l a s s ................................
Pr im a r y m e t a l s ..........................................
F a b r ic at ed m e t a l s ......................................
Machi n e r y ................................................
El ec tri cal m a c h i n e r y .......... ........................
Tr an sp o r t a t i o n e q u i p m e n t ..... ........................
I n s t r u m e n t s ..............................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..........................
_
3
_
4.8
1 .3
1.5
All
1
-
1
-
1
1
1
24
1
2
-
No nm an ufa ctu ri n g .....................................
-
Mining, cru d e pe tro leu m, an d na tu ra l q a s ..........
Tr an s p o r t a t i o n 1 .........................................
Co mmu n ic a t i o n ...........................................
Utiliti es, el ec tr ic and g a s ...................................................
Wh o l e s a l e t r a d e ..................................................................
Reta i 1 t r a d e .....................................................................
Hot e ls and r e s t a u r a n t s ................................
S e r v i c e s ..................................................
Co ns tr uc t i o n .............................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ......................
Ex cl ud es r a i l ro ad s an d airlin es .
N 0 T E : B e ca us e of rounding, sums of in di vi du al
1
"
3.8
6.0
8.4
212.6
1.2
_
1
2
1
_
_
1.3
_
_
_
1.3
5.3
1.3
2
33
3
4
40
3
7
6
3
11
1
10
9
21
25
15
37
48
29
4
6 .1
152.3
7 .0
14. 1
437.9
6.0
10.9
10.0
3.5
26.0
4.5
27.9
19.8
59.6
65.5
4 1! 8
1 0 0 .1
30 1.4
762. 1
6 .3
16.2
3.5
-
2.0
-
-
-
6
-
1
1.4
22
203.6
1
1 .4
5
1
133.9
2 o !o
6
12.0
8
2
32.1
5.5
-
_
items ma y not equal totals.
39
-
_
_
_
-
-
1
_
-
-
_
_
-
-
-
-
_
_
_
_
_
“
-
_
_
_
_
_
-
_
~
_
_
_
_
_
_
_
_
_
_
_
_
_
Table 6. Withdrawal of incentive coverage from existing jobs in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total wi t h incentive)
prov i si ons
Withdrawal
I
In du st ry
Total
Agreements
Management
right
Union-manaqoment
negotiation
Workers
Agreements
All
of c o v e r a g e
Workers
Agreements
Workers
Agreements
Workers
industri e s ..........................
442
2,880.2
10 4
930 . 1
64
214.0 !
34
192.5
Ma nuf act ure n g ..............................
418
2,674.0
99
920 .C
59
203.9
34
192.5
-
-
_
-
-
_
5
1
6
6
2
2
3
4
6
9
18
2
4
22
7
1
1
12.3
4. 1
13.4
25.3
3.6
3.0
5.5
11.0
27.5
43.6
167.0
20.8
15.6
1C 4.0
443.5
1.5
8 .C
4
1
6
2
2
3
5
3
6
3
20
3
1
-
10.3
4. 1
18.4
3.0
3.0
9.8
20.5
8.9
29.7
14.4
69. 1
11.0
1. 5
-
1
4
2
-
2.0
Ordnance, a c c e s s o r i e s ......................
Food, k i nd re d p r o d u c t s .....................
Tob a cc o m a n u f a c t u r i n g ......................
Te xt il e mill p r o d u c t s ......................
A p p a r e l ........................................
Lumber, w o o d p r o d u c t s ......................
Furnitu re, f i x t u r e s .........................
Paper, al l i e d p r o d u c t s .....................
Pr i n t i n g and p u b l i s h i n g ....................
Chemi c a l s .....................................
P e t r o l e u m r e f i n i n g ..........................
R u bb er a n d p l a s t i c s .........................
Le at he r p r o d u c t s .............................
Stone, clay, and g l a s s .....................
Pr im a r y m e t a l s ...............................
Fa b r i c a t e d m e t a l s ...........................
Machi n e r y .....................................
Ele ct r ic al m a c h i n e r y ........................
T r a n s p o r t a t i o n e q u i p m e n t ...................
I n s t r u m e n t s ...................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ...............
N o n m a n u f a c t u r i n g ..........................
Mini ng, cru d e pe tr ole um, a n d na tu ra l gas
T r a n s p o r t a t i o n 1 .............................
Communi c a t i o n ................................
Ut il iti es, e l e c t r i c an d g a s ...............
W h o l e s a l e t r a d e ..............................
Re ta i1 t r a d e ..................................
H o t e l s and r e s t a u r a n t s .....................
Serv i c e s .......................................
Co nst ruc ti o n ..................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ...........
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6 .1
160.8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
123.1
309.8
770 . 1
8.1
13.0
24
206.2
5
10.1
5
10.1
-
136.5
20.0
2
4.3
2
4.3
_
-
-
-
-
-
-
"
5.8
_
-
1
:
7
1
12.0
-
-
-
8
2
32. 1
5.5
3
5.8
3
1
1
Withdrawal
of
1
coverage
Agreements
i n d u s t r i s s ....... ...................... ............................ .
O r d n a n c e , 3 C C G 5 S o r i 6 5 . » . . t . ............................ ........ .
Food, ki nd r e d pro duc ts. t
........ . ................. .............. . . . .
T o ba cc o m a n u fa ct ur in g. , ............. ....................... . . t . . ....... . . . * .
T e x t i l e mill product s.
A p p a r e l ..... ............ * .............. (
* .................... * .......
L u m b e r , w o od p r o d u c t s . ............... ♦ * ..... . ............ . . » * ............ . •
Furnit ure , Ti x t u r s s * ..... .................... ........ ........ ......... .
Paper, a l li ed p r o d u c t s . ..... .......... ....... ......... ......... ............
P r i n t i n g an d p u b l i s h i n g . .................. ........ ............................
C h e m i c a l s . ........................ .
.......... ...............
P e t r o l e u m r e f i n i n g . .....
Ru bb er an d plastics. f ......................... ................... .......
Ls at hs r p r o d u c t s ...... ............................ ........ ............. .
Stone, clay, an d glass. , , ( ........ ........ ....... .......... .
Pr im a r y metals. .......... ..................................... ......................... .............
Fa b r i c a t e d metals . .......................... ................. * . . ......... .............. .
Ele c tr i cal m a c h i n e r y . . . . . * . . . . . . . . . . * , • . * • • • ♦ * • » * * • * • • * • * * • • • * • *
T r a n s p o r t a t i o n e q u i p m e n t . . . . ....... ........... .................................................
N o n m a n u f a c t u r i n g ................................... „
Min ing, cru d e pe tr ole um,
Transportation ^
Ut il iti es, el ec t r i c an d g a s ...... .............. .............. ............. .
W h o l e s a l e t r a d e . ......... ......... .
t
....................................
H o te ls and r e s t a u r a n t s . .............. ..................................................... .........
2.5
1
1
1
6
11
1
1
2
2
1
I
|
I
1.3
7.0
34.6
63.6
3.8
1.2
34.9
11.5
8.0
_
--
I
-
No r e f e r e n c e to
w i t h d r a w a l of
Continued
Agreements
Workers
I
Workers
3
80 .5
3
443.0
338
1,950.0
3
30 .5
3
443.0
319
1,754.0
-
-
-
-
2
-
-
2
11.8
-
-
-
-
6 .1
143.5
7 .0
15.3
413.6
3.8
12.4
9.8
3.5
20.5
4.5
65.6
16.4
36.8
295.6
32.6
112.5
205.3
321.6
_
_
-
1
-
j
-
68.7
-
- j
-
_
_
-
_
-
-
-
-
-
1
-
i
,
2
-
ne go ti at io n.
_
-
17.0
-
426.0
-
J
_
cl ud es ra il r o a d s a n d airl in es .
21Ex
I n cl ud es 3 a g r e e m e n t s w i t h w i t h d r a w a l of i n c e nt iv e co v e r a g e su bj ec t to local
N 0 T E : B e ca us e of rounding, su ms of in di vi du al items ma y not equal totals.
40
1
Agreements
I
Workers
..................................................
and na tu ra l g a s . . * • • • .
-
|
O t h e r 21
S u bj ec t to e m p l o y e e
ap pr ov al
All
13.5
3.6
“
6
Msn ufs ct ur i ng. » • ....................................... ......... .............
-
-
I
I
I
I
I
30
3
5
37
2
8
6
i
!
3
8
1
11
10
17
48
19
44
31
24
4
6.6
10.0
6
19
196.0
5
132.3
1
20.0
-
-
12.0
6
-
5
2
-
I
I
26.3
j
5.5
I
I
Table 7. Method for handling incentive worker underperformance in major
collective bargaining agreements, 1977
(Workers in thousands)
Industry
Total
with
Total
referring
...................................
442
2,880.2
44
236.5
I n v e s t i g a t i o n ....................................................................
Di s c i p i i n e .........................................................................
I n v e s t i g a t i o n a n d d i s c i p l i n e ..............................................
U n d e r p e r f o r m a n c e p e r m i t t e d ......... .......................................
I n v e s t i g a t i o n a n d p e r m i t t e d ...............................................
N o r e f e r e n c e t o u n d e r p e r f o r m a n c e .......................................
4
18
6
13
3
393
Because
to
of
provisions
Workers
u n d e r p e r f o r m a n c e ................................
NOTE:
incentive
Agreements
rounding,
sums
of
individual
41
items
may
not
equal
17 . 1
79.5
16.0
116.6
7.3
2,643.6
totals.
Table 8. Circumstances allowing management to change incentive rates in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
Circumstances
w i t h in c e n t iv e
p r o v i s io n s
Total
Industry
Agreements
All
industries.
O r d n a n c e , a c c e s s o r i e s .........
F o o d , k i n d r e d p r o d u c t s ........
T o b a c c o m a n u f a c t u r i n g .........
T e x t i l e m i l l p r o d u c t s .........
A p p a r e l ..............................
L u m b e r , w o o d p r o d u c t s .........
F u r n i t u r e , f i x t u r e s ............
P a p e r , a l l i e d p r o d u c t s ........
P r i n t i n g a n d p u b l i s h i n g ......
C h e m i c a l s ...........................
P e t r o l e u m r e f i n i n g ..............
R u b b e r a n d p l a s t i c s ............
L e a t h e r p r o d u c t s .................
S t o n e , c l a y , a n d g l a s s ........
P r i m a r y m e t a l s ....................
F a b r i c a t e d m e t a l s ...............
M a c h i n e r y ...........................
E l e c t r i c a l m a c h i n e r y ...........
Transportation equipment....
I n s t r u m e n t s ........................
Miscellaneous manufacturing.
Nonmanufacturing.
Mini n g , c r u d e p e t r o l e u m , a n d n a t u r a l gas.
T r a n s p o r t a t i o n . l ......................................
C o m m u n i c a t i o n .........................................
U t i l i t i e s , e l e c t r i c a n d g a s ....................
W h o l e s a l e t r a d e ......................................
R e t a i l t r a d e ...........................................
H o t e l s a n d r e s t a u r a n t s ...........................
S e r v i c e s ...........................................
C o n s t r u c t i o n .................................... : . . .
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ...............
content
Agreements
Workers
changes
C l e r i c a l or
computational errors
Workers
Agreements
Workers
442
2,830.2
204
990.9
109
6 17.4
13
40.3
418
2,674.0
195
956.5
103
590.5
11
34.8
11
99.9
5
23.6
1
2.0
7
7
1
21.0
24.0
2.2
6
7
~
19.9
24.0
- I
_
-
-
:
:
1
:
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
3 1
5
7
6 .1
160.8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
123. 1
309.8
770 . 1
8. 1
18.0
24
206.2
9
136.5
20.0
4
5
7
1
6
12.0
8
2
32. 1
5.5
3
4! 4
2
2.3
4
12.2
4
12.2
12
9
12
50
9
22
30
11
2
4
72.8
26.2
41.9|
415.91
15.6
50. 1 I
115.3!
38.2
3. 1
12.5
7
4
5
26
10
9
9
1
4
44.2
5.3
14.2
330.0
7.3
25.0
33.3
34.8
1.3
12.5
34.4
6
8.8
1
25.5
5
25.5
Circumstances allowing
Conti nued
Job
content changes
and errors
Agreements
All
change
Workers
Agreements
Manufacturi n g .
Job
allowing
change
1
2
3
2
2
-
1.3
9.5
5.9
2.8
13.3
-
26.9
2
5.4
1.4
2
5.4
1
:
No r e f e r e n c e to
ci r c u m s t a n c e s
allowing change
--
Rate c h a n g e d at
management
di s c r e t i o n
Workers
Agreements
Agreements
Workers
Workers
industries.
74
304.4
8
28.8
238
1,889.3
M a n u f a c t u r i n g . ...
73
302.4
8
23.8
223
1,717.5
5
~
~
"
1
1
1
74.3
“
-
1
~
“
-
_
1. 1
27.7
~
O r d n a n c e , a c c e s s o r i e s .........
F o o d , k i n d r e d p r o d u c t s ........
T o b a c c o m a n u f a c t u r i n g .........
T e x t i l e m i l l p r o d u c t s .........
A p p a r e l ..............................
L u m b e r , w o o d p r o d u c t s .........
F u r n i t u r e , f i x t u r e s ............
P a p e r , a l l i e d p r o d u c t s ........
P r i n t i n g a n d p u b l i s h i n g ......
C h e m i c a l s ...........................
P e t r o l e u m r e f i n i n g ..............
R u b b e r a n d p l a s t i c s ............
L e a t h e r p r o d u c t s .................
S t o n e , c l a y , a n d g l a s s ........
P r i m a r y m e t a l s ....................
F a b r i c a t e d m e t a l s ...............
M a c h i n e r y ...........................
E l e c t r i c a l m a c h i n e r y ...........
Transportation equipment....
I n s t r u m e n t s ........................
Miscellaneous manufacturing.
-
2.2
1 .0
1.7
27.3
11.4
79.9
8.3
22.3
68.7
3.4
1.8
“
”
~
4
3
~
21
5
10
19
2
1
7
-
'
“
2.0
-
-
15
17 1 . 8
1
~
2.0
”
—
~
-
3
1
-
127.7
20.0
_
_
_
6
-
12.0
_
3
2
6.6
5.5
“
.
~
-
~
~
"
E x c l u d e s ra il r o a d s an d airl in es .
NOTE:
Be ca u s e of ro unding, sums of in di vi du al
items ma y not equal totals.
42
6 .1
60.8
11.1
1 3. 1
420.0
5.2
11.4
8.3
3.5
13.8
4.5
3.8
17.8
38.4
46.7
37.8
78.0
194.5
731.9
5 .G
5.5
1
Nonmanufacturing.
M i n i n g , c r u d e p e t r o l e u m , a n d n a t u r a l gas.
T r a n s p o r t a t i o n 1 .....................................
C o m m u n i c a t i o n .........................................
U t i l i t i e s , e l e c t r i c a n d g a s ....................
W h o l e s a l e t r a d e ......................................
R e t a i l t r a d e ...........................................
H o t e l s a n d r e s t a u r a n t s ...........................
S e r v i c e s .................................................
C o n s t r u c t i o n ...........................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ...............
-
2
24
4
4
36
3
7
5
3
7
1
3
7
14
16
12
26
23
20
3
3
Table 9. Circumstances allowing union or employee to request a change in incentive rates in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
Reasons
with incentive
p r o v i si o n s
Industry
Total
Agreements
Workers
Agreements
for
request
i
I
iRight of request
I
s p e c i f i e d in
I
contract
Workers
Agreements
is
Alleged error
in e q u i t y
Workers
Agreements
or
Workers
i n d u s t r i e s ............................................
442
2,880.2
80
472.9
48
346.9
29
116.2
M a n u f a c t u r i n g .................................................
418
2,674.0
80
472.9
48
346.9
29
116.2
1
1
3
1
1
32
1
5
3
-
2.0
2.2
11.0
1.5
1.0
309.9
1. 3
8.4
9.5
-
All
O r d n a n c e , a c c e s s o r i e s .......................................
F o o d , k i n d r e d p r o d u c t s ......................................
T o b a c c o m a n u f a c t u r i n g .......................................
T e x t i l e m i l l p r o d u c t s ........................................
A p p a r e l .............................................................
L u m b e r , w o o d p r o d u c t s ........................................
F u r n i t u r e , f i x t u r e s ...........................................
P a p e r , a l l i e d p r o d u c t s ......................................
P r i n t i n g a n d p u b l i s h i n g ....................................
C h e m i c a l s ..........................................................
P e t r o l e u m r e f i n i n q ............................................
R u b b e r a n d p l a s t i c s ...........................................
L e a t h e r p r o d u c t s ...............................................
S t o n e , c l a y , a n d g l a s s ......................................
P r i m a r y m e t a l s ..................................................
F a b r i c a t e d m e t a l s ..............................................
M a c h i n e r y ..........................................................
E l e c t r i c a l m a c h i n e r y .........................................
T r a n s p o r t a t i o n e q u i p m e n t ...................................
I n s t r u m e n t s .......................................................
N o n m a n u f a c t u r i n g ............................................
T r a n s p o r t a t i o n A ...............................................
C o m m u n i c a t i o n ....................................................
U t i l i t i e s , e l e c t r i c a n d q a s ..............................
W h o l e s a l e t r a d e .................................................
R e f a i 1 t r a d e .....................................................
H o t e l s a n d r e s t a u r a n t s ......................................
S e r v i c e s ...........................................................
C o n s t r u c t i o n .....................................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n q ..........................
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6. 1
160.8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128.1
309.8
770 . 1
8.1
18.0
24
206.2
7
1
136.5
20.0
6
12.0
8
2
32. 1
5.5
-
-
2
1
4
1
1
1
1
6
4
33
2
9
11
3
1
8.5
2.2
17.0
1.5
1.6
1.0
23.8
17.3
16. 1
311.9
2.3
14.5
47.5
6.2
1.3
-
_
-
1
1
1
1
5
4
1
1
4
7
3
-
-
_
6.0
1.6
1.0
23.8
16.3
16. 1
1. 9
1. 0
6. 1
36.0
6.2
-
-
-
-
_
_
_
-
-
-
-
-
-
-
- I
-
- 1
-
-
-
"
-
I
Reasons
for
request
—
R i g h t s p e c i f i e d in
contr a c t or error
alleged
Agreements
Continued
No r e f e r e n c e to
request for change
Other2
Agreements
Workers
Agreements
Workers
Workers
i n d u s t r i e s .............................................
1
2.0
2
7.8
362
2,407.3
M a n u f a c t u r i n g ..................................................
1
2.0
2
7.8
338
2,20 1 .1
O r d n a n c e , a c c e s s o r i e s .........................................
F o o d , k i n d r e d p r o d u c t s .......................................
T o b a c c o m a n u f a c t u r i n g .........................................
T e x t i l e m i l l p r o d u c t s .........................................
A p p a r e l ..............................................................
L u m b e r , w o o d p r o d u c t s .........................................
F u r n i t u r e , f i x t u r e s ............................................
P a p e r , a l l i e d p r o d u c t s .......................................
P r i n t i n g a n d p u b l i s h i n g ......................................
C h e m i c a l s ...........................................................
P e t r o l e u m r e f i n i n q ..............................................
R u b b e r a n d p l a s t i c s ............................................
L e a t h e r p r o d u c t s .................................................
S t o n e , c l a y , a n d g l a s s .......................................
P r i m a r y m e t a l s ....................................................
F a b r i c a t e d m e t a l s ...............................................
M a c h i n e r y . ..........................................................
E l e c t r i c a l m a c h i n e r y ...........................................
T r a n s p o r t a t i o n e q u i p m e n t ....................................
I n s t r u m e n t s ........................................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ................................
-
-
1
-
6.5
-
-
-
-
1
-
2.0
-
N o n m a n u f a c t u r i n g ..............................................
-
M i n i n q , c r u d e p e t r o l e u m , a n d n a t u r a l g a s ............
T r a n s p o r t a t i o n . 1..................................................
C o m m u n i c a t i o n .....................................................
U t i l i t i e s , e l e c t r i c a n d g a s ................................
W h o l e s a l e t r a d e ..................................................
R e t a i 1 t r a d e .......................................................
H o t e l s a n d r e s t a u r a n t s .......................................
S e r v i c e s .............................................................
C o n s t r u c t i o n .......................................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ...........................
-
All
-
-
”
* Excludes railroads and airlines.
^ I n c l u d e s 2 a g r e e m e n t s a l l o w i n g u n i o n o r e m p l o y e e s t o r e q u e s t a c h a n g e in i n c e n t i v e
NOTE:
Because of rounding, sums of individual items may not equal totals.
43
-
-
-
1
1. 3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
"
rates,
2
33
4
10
39
4
7
7
2
11
1
14
10
22
33
19
39
42
28
5
6
6. 1
152.3
11.1
32.0
427.0
7.4
10.9
11.1
2.5
26.0
4.5
52.9
26.6
64.2
150.7
51.1
113.5
262.3
763.9
8. 1
16.7
24
206.2
7
1
-
-
6
8
2
~
“
but
circumstances
136.5
20.0
-
are
not
-
12.0
-
32. 1
5.5
“
specified.
Table 10. Union role in the rate-setting and resetting process in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
with incentive
p r o v i si o n s
Industry
Total
Agree
ments
role
Uni on
Negotiation with
management
Di s c u s s i o n w i t h
management
Grievance
only
Workers
Agree
ments
Workers
Agree
ments
Workers
Agree
ments
Workers
Agree
ments
Workers
i n d u s t r i e s ............
442
2,880.2
219
1,090.0
32
128.3
25
244.9
38
180.8
M a n u f a c t u r i n g .................
418
2,674.0
212
1,064.4
3 1
126.9
25
244.9
35
174.6
1
1
3
-
1.9
1.5
4.3
-
1
1
7
_
-
-
55.0
1.9
65.9
2
1
57.0
7.3
1
3
10
1.3
16.9
6 1.8
2
4
6
2
25.0
20.5
66.8
6.5
1
6
4
1.1
21.6
14.8
2
3.3
3
2
4
3
4
15
1
19.4
2.6
11.1
6.7
10.7
58.6
1 .0
-
-
_
_
-
-
All
1
12
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
1 n m h o r , u nn rl p rn Hi i rf p .
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s .......................... I
P e t r o l e u m r e f i n i n g ............ !
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a r h i n p r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s . ......................
Miscellaneous manufacturing
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6. 1
160.8
11.1
34.2
444.0
7.4
12^4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128.1
309.8
770 . 1
8.1
18.0
1
1. 8
H n r i m p n i i f a r t n r i n Q ............
24
206.2
7
25.6
1
1.4
136.5
20.0
-
2
-
3.4
—
-
1.4
-
Mining, crude petroleum,
a n d n a t u r a l g a s ..............
T r a n s p o r t a t i o n A ...............
C o o u n i c a t i o n ....................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i l t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ............................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g ............
1.9
98.8
21.8
168.5
2 2
5.2
4.4
1.0
5.9
71.3
38.3
40.8
386.3
19 . 1
49.2
100.5
34.7
4.6
9.8
1
25
1
3
3
1
3
12
13
12
47
9
20
29
9
3
2
8
2
12.0
32. 1
5.5
1
4
-
1.4
20.8
-
1
—
-
-
-
“
“
“
7
1
-
-
6
-
-
-
-
No
Union
All
6.2
1
1
1
-
2.0
1. 4
2.8
-
~
~
r e f e r e n c e to
union role
Other1
2
only
Agreements
Agreements
Workers
Agreements
Workers
Agreements
Workers
Workers
Workers
737.0
33
296.7
13
59.4
1
9.5
223
1,790.2
735.6
33
296.7
10
41.4
1
9.5
206
1,609.6
_
_
_
_
_
-
34. 1
2
13.7
-
-
-
-
6
17
1
3
3
1
3.
20.6
134.7
2.2
5.2
4.4
1.0
5.9
2
2
_
_
_
2.8
8.4
_
-
S'
6
7
34
4
16
9
4
3
-
1
3.8
-
7.4
-
-
1
17
2
2.8
241.4
2.9
-
-5
1
-
14.9
6.0
-
5
1
1
-
13.5
18.0
2.5
-
1
-
2
51.8
13.8
26.9
333.3
5.9
38.4
27.4
15.4
4.6
9.8
3
-
-
-
-
-
1
1. 4
-
-
3
18.0
I
1.4
_
-
-
_
_
_
_
_
_
-
-
..
_
-
_
-
_
3
.
-
-
18.0
-
-
.
-
-
-
-
*
Manufacturi n g .
9
)
N o n m a n u f a c t u r i ng.
3
..
„
„
1Excludes railroads and airlines.
2 Includes_ 1 a g r eement p r o v i d i n g for
•
grievance
-
_
_
_
_
and
-
-
|
.
arbitration,
..............
but a llowing
ar b i t r a t e the rates.
NOTE:
Nonadditive.
Arbitration
-
3
137
O r d n a n c e , a c c e s s o r i e s ......
Food, kindred products....
T o b a c c o m a n u f a c t u r i n g ......
T e x t i l e m i l l p r o d u c t s ......
A p p a r e l ...........................
L u m b e r , w o o d p r o d u c t s ......
F u r n i t u r e , f i x t u r e s .........
Paper, allied products....
Printing and publishing...
C h e m i c a l s ........................
P e t r o l e u m r e f i n i n g ...........
R u b b e r a n d p l a s t i c s .........
L e a t h e r p r o d u c t s ..............
Stone, clay, and glass....
P r i m a r y m e t a l s .................
F a b r i c a t e d m e t a l s ............
M a c h i n e r y ........................
E l e c t r i c a l m a c h i n e r y ........
Transportation equipment...
I n s t r u m e n t s ...............
W h o l e s a l e t r a d e ...........
R e t a i l t r a d e ...............
Hotels and restaurants.
S e r v i c e s .....................
C o n s t r u c t i o n ...............
Miscellaneous
n o n m a n u f a c t u r i n g ......
Continued
-
13 8
industries.
Mining, crude petroleum,
a n d n a t u r a l g a s .........
T r a n s p o r t a t i o n .1............
C o m m u n i c a t i o n ...............
—
Accelerated
grievance procedure
Grievance and
arbi trati on
Agreements
role
1
|
44
,,
the
union
to
strike
9.5
"
1
23
4
4
13
3
5
5
2
8
1
3
3
14
19
12
28
24
22
2
5
-
-
17
_
_
-
-
!
I
if
the
I
4.2
62.0
11.1
12.4
275.5
5.2
7.2
8.3
2.5
20.0
4.5
5.4
5.7
39.5
76.3
34.3
78.9
209.3
735.4
3.5
8.2
180.5
-
5
1
5
4
2
13 3. 1
20.0
10.6
11.3
5.5
-
-
-
,
employer
. . . __ ,
did not
agree
to
Table 11. Role of incentive committee in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
Committee
with incentive
p r o v i si o n s
Total
Industry
Agreements
P a r t i c i p a t e s in
setting
rate
role
Acts
as
study
group
(Initiates
grievances
Workers
Agreements
Agreements
Workers
Agreements
Workers
Workers
Agreements
Workers
i n d u s t r i e s ............
442
2,880.2
102
724.4
43
488.8
35
315.5
14
150.3
M a n u f a c t u r i n q .................
418
2,674.0
98
718.4
42
436.8
33
312.9
14
150.3
-
-
-
-
-
-
-
4
2
23
1
1
1
2
2
37
2
4
15
3
1
9.0
10.8
203.8
1. 2
1.5
1.6
18.2
8.2
376.9
2.4
6.4
64.2
6.0
8.0
2
17
2
1
17
1
1
1
6.0
183.5
18.2
7.0
26 1.5
1. 3
1.3
8.0
3
2
1
1
19
1
4
2
-
7.0
7.0
1.5
1.6
283.8
1.3
6.4
4.3
-
14
-
_
150.3
-
All
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d q l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6. 1
160.8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128, 1
309.8
770 . 1
8.1
18.0
“
-
N o n m a n u f a c t u r i n q ............
24
206.2
4
6.0
1
2.0
2
2.6
-
-
7
1
6
8
2
136.5
20.0
12.0
32 . 1
5.5
3
1
-
4.6
1.4
-
1
-
2.0
-
2
-
2.6
-
-
-
“
~
“
~
~
~
~
“
Mininq, crude petroleum,
a n d n a t u r a l g a s ..............
T r a n s p o r t a t i o n . ! .................
C o m m u n i c a t i o n ....................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g ............
Committee
role
i
j
■--
No
Continued
reference
incentive
Resolves
grievances
A s s i s t s in e a r n i n g s
calculati ons
Unable
Agreements
Agreements
to
determine
Agreements
Agreements
All
Workers
Workers
to
committee
Workers
Workers
i n d u s t r i e s ............ ,
53
430.6
2
7.8
6
24.5
340
2, 1 5 5 . 7
M a n u f a c t u r i n g ................. .
52
429.2
2
7.8
6
24.5
320
1,955.5
O r d n a n c e , a c c e s s o r i e s .........
F o o d , k i n d r e d p r o d u c t s ...... .
T o b a c c o m a n u f a c t u r i n g .........
T e x t i l e m i l l p r o d u c t s .........
A p p a r e l ............................. .
L u m b e r , w o o d p r o d u c t s .........
F u r n i t u r e , f i x t u r e s ............
P a p e r , a l l i e d p r o d u c t s ...... .
Printing and publishing....,
C h e m i c a l s .......................... .
P e t r o l e u m r e f i n i n q .............
R u b b e r a n d p l a s t i c s ............
L e a t h e r p r o d u c t s .................
S t o n e , c l a y , a n d g l a s s .......
P r i m a r y m e t a l s ....................
F a b r i c a t e d m e t a l s ...............
M a c h i n e r y ...........................
E l e c t r i c a l m a c h i n e r y ..........
Transportation equipment....
I n s t r u m e n t s ........................
Miscellaneous manufacturing.
_
-
_
-
_
2
-
_
7.8
-
2
11
1
23
1
13
1
-
"
-
-
-
20
_
1
- •
2
1
2
-
-
-
1
1. 4
-
-
_
_
_
-
_
_
-
_
_
_
_
“
“
“
-
-
1
-
1. 4
-
E x c l u d e s ra il ro ad s and ai rlines.
NOTE:
No na ddi tiv e.
-
2
31
4
9
20
3
7
8
3
10
1
13
14
26
29
19
44
38
28
5
6
-
N o n m a n u f a c t u r i n g ............ .
M i n i n q , c r u d e p e t r o l e u m , a n d n a t u r a l g a s ...........
T r a n s p o r t a t i o n . 1..................
C o m m u n i c a t i o n .....................
U t i l i t i e s , e l e c t r i c a n d gas.
W h o l e s a l e t r a d e . .................
R e t a i 1 t r a d e .......................
H o t e l s a n d r e s t a u r a n t s .......
S e r v i c e s ....... ....................
C o n s t r u c t i o n .......................
M i s e e l l a n e o u s n o n m a n u f a c t u r i n q .............
10.8
74.7
1. 2
290.2
1. 71
48.81
1. 8
-
45
_
1. 2
6.6
1. 2
15.4
_
-
6 .1
151.8
11.1
23.3
240 . 1
6.2
10 .9
12.8
3.5
24.4
4.5
58.4
35.8
80.3
85.7
5 1.0
121.6
245.6
764.1
8. 1
10.0
200.2
_
_
_
_
4
1
_
_
_
_
5
■;o .6
_
_
8
2
32. 1
5.5
“
131.9
20 .C
Table 12. Temporary incentive rates and conditions for permanent adoption in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total with
in c e n t i v e
p r o v i si o n s
Total with
temporary
incentive rate
Adoption
Industry
Agree
ments
Workers
Agree
ments
Workers
of
Total with
r e f e r e n c e to
a d o p t i o n of
temporary rate
Adopt i o n of
rate dependent
upon
performance
Agree
ments
Agree
ments
Workers
temporary
rates
Rate becomes
[permanent after
!
specified
p e r io d
Agree
ments
Workers
Workers
Rate becomes
permanent
p r o v i d e d no
union challenge
Agree
ments
Workers
i n d u s t r i e s ..........................
442
2,880.2
144
777.6
59
481.3
48
445.7
10
27.0
8
25.6
M a n u f a c t u r i n q . . . . . . . ....................
418
2,674.0
142
774.5
59
481.3
48
445.7
10
27.0
8
25.6
-
-
2
5
7
1
2
1
2
8
7
6
42
7
22
21
7
2
8.7
15.0
55.3
2.2
3.0
1 .7
7.7
65.5
20.3
20.9
396.6
14.0
57.7
80.3
22.4
3. 1
1
1
4
4
29
8.6
1.5
24.4
16.9
358.4
1
1
2
31
8.6
1.5
18.4
365.8
2
-
4. 1
-
1
4
-
3.2
16.9
-
10.4
46.3
13.4
1.3
2
10
1
5
1
2
9.8
1.5
11.6
2
1
4.3
All
O r d n a n c e , a c c e s s o r i e s .....................
F o o d , k i n d r e d p r o d u c t s ....................
T o b a c c o m a n u f a c t u r i n g .....................
T e x t i l e m i l l p r o d u c t s .....................
A p p a r e l ...........................................
L u m b e r , w o o d p r o d u c t s .....................
F u r n i t u r e , f i x t u r e s ........................
P a p e r , a l l i e d p r o d u c t s ....................
P r i n t i n g a n d p u b l i s h i n g ..................
C h e m i c a l s ........................................
P e t r o l e u m r e f i n i n g ..........................
R u b b e r a n d p l a s t i c s ........................
L e a t h e r p r o d u c t s .............................
S t o n e , c l a y , a n d g l a s s ....................
P r i m a r y m e t a l s ................................
F a b r i c a t e d m e t a l s ...........................
M a c h i n e r y ........................................
E l e c t r i c a l m a c h i n e r y .......................
T r a n s p o r t a t i o n e q u i p m e n t .................
I n s t r u m e n t s .....................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ............
N o n m a n u f a c t u r i n g ..........................
Mining,
crude
petroleum,
and
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6. 1
160.8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128.1
309.8
770 . 1
8. 1
18.0
24
206.2
2
7
1
136.5
20.0
-
-
5
11 I
3
1
5.0
44.5 I
1 -8 !
"
-
1.3
-
3.0
_
_
_
_
_
_
_
_
_
_
_
_
_
_
-
_
_
-
_
_
-
_
_
-
_
_
-
_
_
-
_
_
-
-
-
_
_
-
natural
T r a n ^ p o r t a t i o n 1 ..............................
C n m m u n i r a t i o n ..................................
U t i l i t i e s , e l e c t r i c a n d g a s ............
W h o l e s a l e t r a d e ...............................
R e t a i 1 t r a d e ................................... 1
H o t e l s a n d r e s t a u r a n t s ....................
S e r v i c e s .........................................
C o n s t r u c t i o n ...................................
6
12.0
-
-
-
-
-
-
-
-
-
8
2
32. 1
5.5
2
3.0
_
_
_
_
_
_
_
_
-
-
-
-
-
-
-
-
Miscellaneous
“
”
”
“
~
"
"
'
'
n o n m a n u f a c t u r i n g ........
E x c l u d e s railroads and
NOTE:
Nonadditive.
“
airlines.
46
-
Table 13. Transfers involving incentive workers in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total with
incenti ve
p r o v i si o n s
Type
Temporary
Total
Industry
Agree
ments
|
of
transfer
Permanent
Both
U n a b l e to
determi ne
Workers
Agree
ments
Workers
Agree
ments
Workers
jA g r e e
ments
Workers
Agree
ments
Workers
Agree
ments
Workers
i n d u s t r i e s ..........................
442
2,880.2
179
850.9
1 15
62O.4 !
15
38.5
46
183.4
3
8.5
M a n u f a c t u r i n g ..............................
418
2,674.0
176
843.9
1 15
6 2 0 . 4|
15
38.5
43
176.3
3
8.5
-
-
-
9
1
4
23
5
2
3
13
7
5
16
8
30
35
9
4
2
28.6
1 .0
6.8
268. 1
8.7
3.3
5.9
58.4
16.5
9. 1
98.3
15.6
87.7
205.8
20.0
6.6
3. 1
6
3
18
4
1
9
1
4
10
6
22
22
5
3
1
6.0
1 .0
4.5
1 .0
3.9
1.3
7.0
2.0
1.8
5.7
3.0
2
-
4.2
1.6
1 1 .8
-
1
1
1
-
1. 5
1.0
6.0
-
-
All
O r d n a n c e , a c c e s s o r i e s .....................
F o o d , k i n d r e d p r o d u c t s ....................
T o b a c c o m a n u f a c t u r i n g .....................
T e x t i l e m i l l p r o d u c t s .....................
A p p a r e l ...........................................
L u m b e r , w o o d p r o d u c t s .....................
F u r n i t u r e , f i x t u r e s ........................
P a p e r , a l l i e d p r o d u c t s ....................
P r i n t i n g a n d p u b l i s h i n g ..................
C h e m i c a l s ........................................
P e t r o l e u m r e f i n i n g ..........................
R u b b e r a n d p l a s t i c s ........................
L e a t h e r p r o d u c t s .............................
S t o n e , c l a y , a n d g l a s s ....................
P r i m a r y m e t a l s ................................
F a b r i c a t e d m e t a l s ...........................
M a c h i n e r y .......................................
E l e c t r i c a l m a c h i n e r y .......................
T r a n s p o r t a t i o n e q u i p m e n t .................
I n s t r u m e n t s ....................................
M i s c e l l a n e o u s m a n u f a c t u r i n q ............
N o n m a n u f a c t u r i n g ..........................
Mining, crude petroleum, and natural
g a s ..............................................
T r a n s p o r t a t i o n -1..............................
C o m m u n i c a t i o n .................................
U t i l i t i e s , e l e c t r i c a n d g a s ............
W h o l e s a l e t r a d e ..............................
Reta i1 t r a d e
Hotels and restaurants
Services
Construct ion
Miscellaneous nonmanufacturing
6. 1
160.8
11 .1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
128. 1
309.8
770 . 1
8. 1
18.0
24
206.2
7
1
-6
....................................................
..............................
.............................................................
....................................................
...........
136.5
20.0
8
2
1 Excludes railroads and airlines.
NOTE:
Bec a u s e of rounding, sums
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
3 1
5
7
of
12.0
-
32. 1
5.5
"
...
individual items
-|
18.4 |
- |
5. 1 I
251.91
7.7 |
1.7|
- |
- |
51.4|
1.2|
7.1|
87.9|
10.5|
7 1.4|
90.31
9. 1 |
4.8 |
1 8
j
j
3
7
.0
-
. |
-I
1
2
"
4.0
3.0
"
-
-|
-j
-j
-|
-j
-j
-j
-|
-|
may
not
equal
1
1
1
1
2
1
2
1
1
2
1
1
4
1
1
3
4
4
2
5
12
3
1
1. 3
“
1.6
2.0
5.7
8.3
7 .1
5.0
9.6
109.5
7 9
1.8
"
-
3
7 .0
_
"
-!
-
1
2
-
4.0
3.0
-
-
-
totals.
Table 14. New employee incentive rate in major collective bargaining agreements, 1977
(Workers in thousands)
jreement s
Industry
Workers
......
442
2,880.2
rate
80
27 1. 8
N e w e m p l o y e e p r o g r e s s i o n .......................
I n c e n t i v e c l a s s i f i c a t i o n b a s e r a t e ........
A c t u a l i n c e n t i v e e a r n i n g s .....................
F l a t h i r i n g r a t e ...................................
N o r e f e r e n c e t o n e w e m p l o y e e r a t e .........
30
24
19
15
362
108.0
6 1. 4
100.6
62.4
2,608.3
Total
with
incentive
Total
with
new
NOTE:
provisions
employee
incentive
Nonadditive.
47
-
.
-
“
-
Table 15. Incentive earnings safeguards in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
Conditions
with incentive
p r o v i si o n s
Industry
Total
Agreements
for
earnings
D o w n t im e
guarantees
Faulty
material
Special work
assi g n m e n t
Workers
Agreements
Workers
Agreements
Workers
Agreements
Workers
Agreements
Workers
i n d u s t r i e s ............
442
2,880.2
221
1,093.9
136
607.6
27
168.0
121
352.0
M a n u f a c t u r i n g .................
418
2,674.0
213
1,073.6
131
594.8
27
168.0
121
352.0
-
-
-
_
_
2
3.9
-
-
1
-
2.4
-
All
Ordnance,
a c c e s s o r i e s ........
5
1
10
13
1
5
2
1
5
-
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printinq and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
2
35
4
11
43
4
8
8
3
11
1
15
16
26
66
21
48
53
31
5
7
6. 1
16 0 8
11.1
34.2
444.0
7.4
12.4
12.8
3.5
26.0
4.5
76.6
44.0
80.3
462.6
53.4
12 8. 1
309.8
770. 1
8.1
18.0
15
8
9
29
14
37
40
11
4
3
76.6
25.2
25.6
295.8
40 . 1
90.8
222.0
24.0
6.8
4.0
N o n m a n u f a c t u r i n g ............
24
206.2
8
136.5
20.0
12.0
Mining, crude petroleum,
a n d n a t u r a l g a s ..............
T r a n s p o r t a t i o n . 1. ...............
C o m m u n i c a t i o n ....................
Utilities, electric and gas
l i i h o l p ^ s l p t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g ............
7
1
6
8
2
.a________________
-
32.1
5.5
"
3
1
8
12
9.2
1 .0
25.5
199.1
2.2
7.5
2.9
1 .0
13.9
5.3
1 .0
19.3
197.3
4.9
2.9
1 .0
8.0
3
2
1
2
-
6
2
1
3
1
1
13.S
4.3
2.2
4.5
-
7 1.6
13.0
20.6
11.3
16.2
76 . 1
89.6
15. 1
5.3
1.3
1
1.0
3
1
3
10
6
1
1
19.7
1. 5
6.8
39.3
92.8
3.0
1. 4
12
4
7
5
10
23
23
7
3
1
_
_
_
_
1 .0
2.0
11
7
1
7
6
28
23
10
4
2
58.3
19.2
3.0
13.8
10.7
75.8
145.3
19.4
6.8
2.7
20.3
5
12.9
1
-
2.0
-
1
-
2.0
-
-
-
-
-
3
4
8.0
10.3
1
3
2.6
8.3
-
_
-
-
-
"
-
'
Conditions
"
for
earnings
guarantees
—
Continued
No
reference
earnings
Nonwork
-
assignment
Break-i n
t im e
Red-circle
safeguards
rate
Agreements
Agreements
All
Workers
Agreements
Workers
Agreements
to
Workers
Workers
i n d u s t r i e s ................................
48
141.9
52
172.8
55
421.6
221
1,786.3
M a n u f a c t u r i n g .....................................
47
140.5
51
170.8
53
416.2
205
1,600.4
:
:
-
-
1
1
1
-
-
O r d n a n c e , a c c e s s o r i e s ...........................
F o o d , k i n d r e d p r o d u c t s ..........................
T o b a c c o m a n u f a c t u r i n g ...........................
T e x t i l e m i l l p r o d u c t s ...........................
A p p a r e l .................................................
L u m b e r , w o o d p r o d u c t s ...........................
F u r n i t u r e , f i x t u r e s ..............................
P a p e r , a l l i e d p r o d u c t s ..........................
P r i n t i n g a n d p u b l i s h i n g ........................
C h e m i c a l s ..............................................
P e t r o l e u m r e f i n i n g ................................
R u b b e r a n d p l a s t i c s ..............................
L e a t h e r p r o d u c t s ...................................
S t o n e , c l a y , a n d g l a s s ..........................
P r i m a r y m e t a l s ......................................
F a b r i c a t e d m e t a l s ..................................
M a c h i n e r y ..............................................
E l e c t r i c a l m a c h i n e r y .............................
T r a n s p o r t a t i o n e q u i p m e n t ................... '..
I n s t r u m e n t s ...........................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..................
1
1
2
4
3
5
10
18
2.4
1.4
8.7
20.9
8.0
8.0
19.5
67.3
-
-
1
2
1. 5
2.6
1
1.4
1
6
2
1
3
12
16
3
2
1
1
-
2.4
1.4
28. 1
5.0
5.3
8. 1
41.5
60.3
7 .9
3.3
1. 4
_
_
-
-
1
1. 3
2
30
3
1
30
3
3
6
2
6
1
8
17
37
7
11
13
20
1
4
.6
1
1
1
-
1
20
2
8
13
-
1.1
-
1. 5
- i
2.5
-
2.0
279.3
18.3
34 . 1
76.0
-
6 .1
151.6
10 .1
8.6
244.9
5.2
4.9
9.8
2.5
12.0
4.5
185.9
-
18.8
54.8
166.8
13.3
37.2
87.3
746 . 1
1.3
14.0
2.0
2
5.4
-
-
-
-
-
-
:
~
"
-
-
-
2
5.4
3
4.0
-
-
-
-
-
4
2
21.3
5.5
6
1
134.5
20.0
-
1
1.4
-
1
~
-
-
48
CM
-
1 Ex cl ud es r a i l ro ad s and airl in es .
NOTE:
No na dd iti ve.
1
_
1.0
2.2
2.6
O
N o n m a n u f a c t u r i n g ................................
Mining, crude petroleum, and natural gas
T r a n s p o r t a t i o n . 1.....................................
C o m m u n i c a t i o n ........................................
U t i l i t i e s , e l e c t r i c a n d g a s ..................
W h o l e s a l e t r a d e .....................................
R e t a i 1 t r a d e .........................................
H o t e l s a n d r e s t a u r a n t s ..........................
S e r v i c e s ...............................................
C o n s t r u c t i o n .........................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ..............
-
"
Table 16. Production-standard provisions in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
All
agreements
Total
production
with
standards
Agreements
Workers
General
statement
poli cy
of
Un i o n - m a n a g e m e n t
c o o p e r a t ion
Both
Industry
Agreements
Workers
Agreements
Workers
Agreements
W orke rs
Agreements
Workers
1,438
6 ,9 8 2 *. 9
333
1,857.3
95
989.5
6
14.7
5
8.3
749
3,679 .1
321
1,832.5
92
980.7
5
13.6
4
7. 1
32.3
293.5
26.4
33.8
452.5
10.9
30.0
96.6
47.2
100.6
24.0
82.3
43.0
82. 1
477.8
80 . 1
257 . 1
408.7
1,052.3
16 . 9
21.1
2
26
1
8
12
1
7
8
2
10
1
14
7
18
46
14
55
47
33
7
2
3.7
74.6
4 .1
22.0
34.3
2.2
9.5
1 3. 1
2.3
24.6
1 .0
73.9
9.3
54.0
344.4
24. 1
129.9
201.1
783.8
16.9
3.4
3.3
2
6.7
1
1
1
-
2.2
1
1
1
-
1.3
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ......... ................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
16
105
8
13
44
5
19
49
23
42
12
17
17
27
76
27
74
83
79
7
8
2.4
1.1
-
1
-
2.3
-
"
“
N o n m a n u f a c t u r i n g ............
689
3,303.8
12
24.8
3
8.8
1
1.0
1
1. 2
11
65
65
47
12
87
42
68
290
148.6
572.8
495.7
13 4. 1
22.3
290.0
187.9
367.2
1,082.9
2
_
5
5
-
3.4
10.6
10.8
-
_
1
2
-
4.0
4.8
-
1
-
-
1.0
-
1
-
1. 2
-
-
-
-
-
-
-
-
Ordnance,
Tobacco
a c c e s s o r i e s ........
m a n u f a c t u r i n g ........
Mining, crude petroleum,
a n d n a t u r a l g a s ...............
T r a n s p o r t a t i o n 1 ...............
C o m m u n i c a t i o n s ..................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s c e l l a n e o u s
n o n m a n u f a c t u r i n g ..............
2
2.5
I
^Excludes railroads and
NOTE:
Nonadditive.
airlinas.
49
1
2
2
3
5
1
2
4
10
4
19
14
23
2
-
3.0
6.6
3.5
7.5
1.2
18.8
12.0
37.9
6.0
37.3
93. 1
742.6
7.7
3.0
1. 8
“
-
Table 17. Employer rights relating to production standards in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total w i t h
product!on
Employer
Install production
standards
Cho o s e m e t h o d of
s t u d y to d e t e r m i n e
production standards
Industry
Agreements
right
to
--
standards
Change
p r o d u c t i o n s ti s n d a r d s
c o n d i i:i o n s
S p e c i f iie d
Agreements
Workers
i n d u s t r i e s ............
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s ......................
Miscellaneous manufacturing
N o n m a n u f a c t u r i n g ............
Mining, crude petroleum,
a n d n a t u r a l g a s . . ............
T r a n s p o r t a t i o n . 1.................
C o m m u n i c a t i o n s ............
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
Workers
Agreements
Workers
333
1,857.3
57
248.6
8
1 1.8
14 4
939.3
36
358.5
32 1
1,832.5
56
245.8
8
1 1.8
139
928.5
35
356.5
_
-
-
-
4
1
3
2
2
14.8
4. 1
5.2
3.4
2.8
2
4.3
1
1.4
1
13
2
1
4
6
1. 9
42.7
3.3
2. 1
5. 1
9. 1
3
1
1
8
4
12
5
9
1
3.6
2.0
2.0
137.9
6.4
22.2
18.8
20.4
2.0
1
3
1
1. 2
3.8
1.1
-
4
9
1
6
13
9
30
25
13
1
1
6.0
27.4
1. 3
12.3
169.5
15. 1
76.2
92.6
460.6
1. 5
1.6
2
26
l
8
12
1
7
8
2
10
1
14
7
18
46
14
55
47
33
7
2
12
2
5
5
n o n m a n u f a c t u r i n g ..............
1 Excludes railroads and
NOTE:
Nonadditive.
Impli ed
Workers
Agreements
All
certain
Workers
Agreements
M a n u f a c t u r i n g .................
under
3.7
74.6
4. 1
22.0
34.3
2.2
9.5
13 . 1
2.3
24.6
1.0
73.9
9.3
54.0
344.4
24. 1
129.9
201.1
783.8
16.9
3.4
-
-
10.6
10.8
-
i
!
i
“
1
24.81
3.4
-
|
-
|
-
_
-
-
-
-
-
3
2
1
-
1 1.8
2.3
1.0
-
1
2
3
4
1
8
3
6
1
6.7
3.0
13.8
5.3
1. 2
20.5
13.3
275.5
2.0
-
-
-
-
5
10.8
-
-
-
-
1
1. 4
-
-
4
-
9.4
-
"
-
"
“
1
-
“
“
”
2.8
“
"
airlines..
50
-
-
~
2.8
1
-
-
1
2.0
-
-
-
-
2.0
“
Table 18. Union and employee rights relating to production standards in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
production
with
standards
Agreements
Workers
Industry
Union
right
Receive productionstandards
in f o r m a t i on
Agreements
Workers
to
Employee
--
Receive productionstandards
in f o r m a t ion
Question production
standards
Agreements
right
Workers
Agreements
Workers
to
—
Question production
standards
Agreements
Workers
i n d u s t r i e s ............
333
1,857.3
14 2
1,073. 1
45
157.5
97
929.0
54
578.9
M a n u f a c t u r i n g .................
321
1,832.5
134
1,055.7
43
152.9
95
923.6
54
578.9
All
-
-
-
-
16
6
1
52.5
9 . 0
2. 1
3
4
2
10.9
5 . 6
4.7
5
3
7.8
11.1
3
3
4 . 9
4.6
_
-
-
A p p a r e l .............................
L u m h p r . uin od p r o d u c t s ........
F u r n i t u r e , " f i x t u r e s ...........
P a o e r , a l l i e d p r o d u c t s ...............
Printing and publishing....
C h e m i c a l s .............................................................
P p t r o l P tim r e f i n i n g ............
R u b b e r a n d p l a s t i c s ..........................
L e a t h e r p r o d u c t s ....................................
S t o n e , c l a y , a n d g l a s s ...............
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s .................................
M a c h i n e r y .............................................................
E l e c t r i c a l m a c h i n e r y ......................
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
2
26
1
8
12
1
7
8
2
10
1
14
7
18
46
14
55
47
33
7
2
3.7
74.6
4. 1
? ? . 0
34.3
2 . 2
9.5
13. 1
2 . 3
24.6
1. 0
73.9
9.3
54.0
344.4
24. 1
129. 9
201.1
783.8
16.9
3.4
4
7
0
2
4.3
11
2
2
11
8
31
19
14
2
1
53.9
3.0
4.4
18.7
12.8
84.9
7 1.9
720.6
3.5
1.6
2
1
2
3
1
7
8
3
1
4.8
1. 0
4.4
3.5
1. 1
13.6
75.6
15.2
2.0
g .............................
12
24.8
8
17.4
2
2
3.4
-
-
_
-
_
-
5
10.6
5
5
10.8
3
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
N n i n na n i i - f a r t u r i n
Mining, crude petroleum,
a n d n a t u r a l g a s ...............
T r a n s p o r t a t i o n . 1.................
C o m m u n i c a t i o n s ...........................................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e ..................................................
H o t e l s a n d r e s t a u r a n t s ...............
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g .................................
1Excludes railroads and
NOTE1
Nonadditive.
"
.
4
6
.
_
1
_
1
1
_
1. 1
1. 5
5
1
_
_
2
3
2.6
4.3
1
1.0
_
9
1
3
5
7
28
17
12
1
1
15.7
2.0
5.0
8.8
11.4
78.4
59.6
7 16.5
2.0
1.6
1
1
2
1
2
16
10
7
2
1
4.6
2
5.4
_
-
_
-
_
-
_
-
-
-
10.6
1
1.8
_
1
2.6
6.8
1
2.8
1
2.8
~
"
airlines.
51
"
"
-
11.9
1. 4
_
_
1. 1
1.0
3.5
1. 2
4.3
28. 1
78.5
434. 1
5. 1
1.6
_
_
-
_
_
-
—
_
-
"
"
Table 19. Selected provisions relating to temporary production standards in major collective bargaining agreements, by industry, 1977
{Workers in thousands)
Total
production
with
standards
Agreements
Workers
Time
limit
on
temporary
R e t r o a c t iv e
c o m p e nsation for
work done under
t e m p o r a r y or
appealed production
standards
standards
Industry
Fixed
Openended
Agreements
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
N o n m a n u f a c t u r i n g ............
Mining, crude petroleum,
a n d n a t u r a l g a s ...............
T r a n s p o r t a t i o n 1.................
Communications* ************
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i l t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s c e l l a n e o u s
n o n m a n u f a c t u r i n g ..............
Excludes railroads and
N0TE:
Nonadditive.
Agreements
Workers
333
1,857.3
15
30 . 1
35
32 1
1,832.5
14
27.3
35
1
1
3
4
5
-
1.9
6.0
3.5
-
2
3.7
74.6
4. 1
22.0
34.3
2.2
9.5
1 3. 1
2.3
24.6
1.0
73.9
9.3
54.0
344.4
24.1
129.9
201.1
733.8
16.9
3.4
12
24.8
1
2
-
3.4
-
-
10.6
-
10.8
1
;?
26
1
8
12
1
7
8
;?
10
1
14
7
18
46
14
55
47
33
7
5-
5
-
-
7.4
8.5
-
-
-
-
-
Agreements
Workers
!
I
|
104.7
7
104.7
7
3.3
1
1
1
2
2
-
4.5
2.6
3.0
1.0
3.8
1.0
2.4
2.8
36.3
34.8
7. 1
2.0
“
2.8
-
-
i
-
-
-
-
-
-
j
j
~
-
1
3
1
2
1
3
1
2
2
8
6
4
1
P r o v i si <o n f o r
extensi on of t i m e
1 im it
duration
-
2.8
|
-
”
airlines.
52
-
-
-
-
'
"
Workers
Workers
i
34.0
8 1
215.5
34.0
81
215.5
“
8
3
1
4
2
4
5
2
3
7
6
18
8
7
3
“
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
"
~
-
i
Agreements
-
-
3.3
1. 4
1.0
23.6
4.7
-
-
19.4
4.5
1.5
5. 1
3. 1
6.8
6.3
3.3
15.9
30.6
10.3
61.5
21.9
18.8
6.6
“
-
-
"
Table 20. Appeal procedure relating to production standards in major collective bargaining agreements, by industry, 1977
(W orkers in thousands)
Total
production
with
standards
Agreements
Workers
Appeal
Total
Industry
Agreements
procedure
Gri e v a n c e
Workers
Agreements
Grievance and
arbi t r a t i on
Workers
Agreements
Worker5
i n d u s t r i e s ............................................
333
1,857.3
16 5
781.9
29
103.9
80
252.4
M a n u f a c t u r i n g .................................................
321
1,832.5
159
768.6
29
103.9
78
247.0
1. 8
2.0
-
-
6
2
2
1
3
1
5
2
6
6
8
18
11
5
1
1
19.5
3. 1
4.7
2.2
4.4
2.5
19.5
3.3
22.6
• 17.3
12.3
62.3
50.0
20. 1
1.5
1.6
All
O r d n a n c e , a c c e s s o r i e s ........................................
F o o d , k i n d r e d p r o d u c t s ......................................
T o b a c c o m a n u f s c t u r i n q ........................................
T e x t i l e m i l l p r o d u c t s ........................................
A p p a r e l .............................................................
L u m b e r , w o o d p r o d u c t s ........................................
F u r n i t u r e , f i x t u r e s ...........................................
P a p e r , a l l i e d p r o d u c t s ......................................
P r i n t i n g a n d p u b l i s h i n g ....................................
C h e m i c a l s ..........................................................
P e t r o l e u m r e f i n i n q ............................................
R u b b e r a n d p l a s t i c s ...........................................
L e a t h e r p r o d u c t s ...............................................
S t o n e , c l a y , a n d g l a s s ......................................
P r i m a r y m e t a l s ..................................................
F a b r i c a t e d m e t a l s ..............................................
M a c h i n e r y ..........................................................
E l e c t r i c a l m a c h i n e r y .................. ......................
T r a n s p o r t a t i o n e q u i p m e n t ................................. .
I n s t r u m e n t s ......................................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..............................
N o n m a n u f a c t u r i n q ............................................
M i n i n g , c r u d e p e t r o l e u m , a n d n a t u r a l q a s ...........
T r a n s p o r t a t i o n .1.................................................
C o m m u n i c a t i o n s ..................................................
U t i l i t i e s , e l e c t r i c a n d g a s ..............................
W h o l e s a l e t r a d e .................................................
R e t a i 1 t r a d e .....................................................
H o t e l s a n d r e s t a u r a n t s ......................................
S e r v i c e s ...........................................................
C o n s t r u c t i o n .....................................................
Mi s c e l l a n e o u s n o n m a n u f a c t u r i n g ..........................
2
26
1
8
12
1
7
8
2
3.7
74.6
4. 1
22.0
34.3
1
13
4
2
1
4
5
4
7
3
9
11
10
37
23
21
3
1
1
1
2
1
2
3
1
9
6
2
1
1.8
36.5
5.6
4.7
2.2
4.6
7.5
6.8
22.4
4.3
27.3
6 1. 9
17.8
100.5
136 . 1
320.5
6.6
1.6
•
2.0
1.6
2.6
20.2
3.8
14.8
49.8
2. 1
3. 1
10
1
14
7
18
46
14
55
47
33
7
2
2.2
9.5
13. 1
2.3
24.6
1 .0
73.9
9.3
54.0
344.4
24. 1
129.9
201.1
783.8
16.9
3.4
12
24.8
6
13.3
"
-
2
5.4
-
3.4
--
-
-
-
-
-
-
-
5
-
10.6
10.8
-
4
2
-
9.4
3.8
-
-
-
1
1
-
2.6
2.8
-
"
"
"
"
2
5
~
'
-
"
"
Appeal
procedure
Accelerated
grievance and
arbi trati on
procedure
Arbi t r a t ion
-
-
--
-
-
Continued
Accelerated
grievance procedure
Special appeal
procedure
•
Agreements
All
i n d u s t r i e s ......................................
M a n u f a c t u r i n g ............................................
O r d n a n c e , a c c e s s o r i e s ........................................
F o o d , k i n d r e d p r o d u c t s .....................................
T o b a c c o m a n u f a c t u r i n g ........................................
T e x t i l e m i l l p r o d u c t s ........................................
A p p a r e l ...........................................
L u m b e r , w o o d p r o d u c t s ........................................
F u r n i t u r e , f i x t u r e s ...........................................
P a p e r , a l l i e d p r o d u c t s ......................................
P r i n t i n g a n d p u b l i s h i n g .....................................
Chaini c a I s ...........................................
P e t r o l e u m r e f i n i n q ............................................
R u b b e r a n d p l a s t i c s ...........................................
L e a t h e r p r o d u c t s ...............................................
S t o n e , c l a y , a n d g l a s s ......................................
P r i m a r y m e t a l s ....................... Ji.......................
F a b r i c a t e d m e t a l s ............................................
M a c h i n e r y .......................................................... I
E l e c t r i c a l m a c h i n e r y ......................................... j
T r a n s p o r t a t i o n e q u i p m e n t ...................................
I n s t r u m e n t s .....................................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..............................
Workers
Agreements
Agreements
Workers
Agreements
Workers
3
4 .2
15
51.8
5
9
3
33
360.3
2
3. 1
15
51.8
5
7.3
o0
353.5
~
_
6.8
o
c
"
2 .5
]
2
1 .3
1 .0
2.0
_
_
1
_
_
_
_
1
_
_
_
_
_
_
_
_
_
_
1 .4
_
_
_
_
2
8 .1
_
2
2
1. 1i
2.6
3. 1
1.8
_
_
_
_
_
_
_
_
_
_
_
N o n m a n u f a c t u r i n g ............................................
1
M i n i n g , c r u d e p e t r o l e u m , a n d n a t u r a l g a s ...........
T r a n s p o r t a t i o n .1...............................................
C o m m u n i c a t i o n s ..................................................
U t i l i t i e s , e l e c t r i c a n d q a s ..............................
W h o l e s a l e t r a d e ..............................................
R e t a i 1 t r a d e .....................................................
H o t e l s a n d r e s t a u r a n t s ......................................
S e r v i c e s ...............................................
C o n s t r u c t i o n .....................................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n q ..........................
_
_
_
_
_
_
_
1
1 .0
-
-
2
1
2
3
1
24.5
1 .6
4 .2
6.2
1 .4
4
0ft. 0Z
7
,~
1 11
4
1 f)U . yQ
30.1
296.8
2.0
/ . oft
o
1.0
_
_
_
_
E x c l u d e s r a i l ro ad s an d ai rl ines.
NOTE:
Nonadditive.
Workers
53
_
"
-
-
-
~
/
O .oCt
-
-
Table 21. Limitation on appeal of production standards in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Type
Total
Industry
Agree
ments
All
i n d u s t r i e s ..........................
M a n u f a c t u r i n q ..............................
Workers
of
limitation
Must appeal
within a
specified
pe r i o d of time
May not appeal
duri ng tri a l
p e r i o d or
du r a t i o n of
temporary
standards
Agree
ments
Agree
ments
Workers
Workers
Agree
ments
Workers
Agree
ments
29
77.3
24
7 1 .8
17
91.3
11
23.3
6
13.9
243. 1
28
76.3
24
7 1.8
17
91.3
11
23.3
6
13.9
-
-
-
-
-
_
4
1
1
1
3
-
18.3
2.5
14.8
10.5
2.5
33.0
9.8
-
1
3
1
1
1
3
1
-
-
“
-
-
-
-
_
_
-
_
-
-
2
1
5
5
A
15
11
7
1
16.2
1.3
16.8
34.7
5. 1
35.2
65.4
20.8
1.6
N o n m a n u f a c t u r i n g ..........................
1
1.0
1
1.0
-
~
1
-
1.0
-
-
_
1 .0
-
-
-
9.5
2 .1
1.6
1. 3
1.2
2.0
24.2
2.3
11.7
12.0
6.7
1.6
1
1
1
1
1
1
1
8
7
2
-
1.2
1 .9
-
-
1.1
15.0
1.3
1.2
1.6
20.2
23.4
4.9
-
6
1
-
1 .8
5. 1
1.0
1.2
2 .1
9.0
3.0
-
natural
T r a n s p o r t a t i o n .1...............................
C o m m u n i c a t i o n s ................................
U t i l i t i e s , e l e c t r i c a n d g a s ............
W h o l e s a l e t r a d e ...............................
R e t a i l t r a d e ...................................
H o t e l s a n d r e s t a u r a n t s ....................
S e r v i c e s .........................................
C o n s t r u c t i o n ...................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n q ........
1
-
_
-
-
-
-
_______ _ J i_____________ !i
E x c l u d e s railroads and
NOTE:
Nonadditive.
Workers
244. 1
3
1
1
1
1
1
4
2
5
5
3
1
and
Agree
ments
Workers
May be a p pealed
by a ffected
employee only
71
1.8
31.5
1 .9
2 .1
2 .1
1.6
5.0
-
petroleum,
P r o d u c t ion
standards not
arbi t r a b l e
72
1
11
1
1
2
1
'3
crude
appeal
P r o d u c t i on
standards
arbitrable, but
arbitrators
jurisdiction
1 im i t e d
O r d n a n c e , a c c e s s o r i e s .....................
F o o d , k i n d r e d p r o d u c t s ....................
T o b a c c o m a n u f a c t u r i n g .....................
T e x t i l e m i l l p r o d u c t s .....................
A p p a r e l ...........................................
L u m b e r , w o o d p r o d u c t s .....................
F u r n i t u r e , f i x t u r e s ........................
P a p e r , a l l i e d p r o d u c t s ....................
P r i n t i n q a n d p u b l i s h i n g ..................
C h e m i c a l s ........................................
P e t r o l e u m r e f i n i n g ..........................
R u b b e r a n d p l a s t i c s ........................
L e a t h e r p r o d u c t s .............................
S t o n e , c l a y , a n d g l a s s ....................
P r i m a r y m e t a l s ................................
F a b r i c a t e d m e t a l s ...........................
M a c h i n e r y ........................................
E l e c t r i c a l m a c h i n e r y .......................
T r a n s p o r t a t i o n e q u i p m e n t .................
I n s t r u m e n t s .....................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ............
Mining,
on
airlines.
54
_
_
1
-
1.5
-
-
1
1
1
2
-
1.2
1.4
2.6
7.2
-
-
-
-
-
_
_
-
-
-
iI
Table 22. Production-standard or time-study allowances for abnormal working conditions in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Abnormal
Industry
F a t iq u e
Delay
Total
Agreements
condition
Agreements
Workers
Workers
Agreements
Personal
Workers
Agreements
Workers
i n d u s t r i e s ............................................
115
60 1.7
92
373.5
102
561.9
93
432.3
M a n u f a c t u r i n g .................................................
1 15
6 0 1.7
92
373.5
102
561.9
93
432.3
-
10
27.8
5
9.0
22.0
4.7
3.4
2.8
1.2
33.3
3.0
31.9
12.3
85.4
34.8
292.1
2.0
7
2
2
2
7
2
7
6
31
13
8
1
~
20.9
3.4
2.8
7.9
38.3
3.3
29.5
10.7
89.1
40.8
174.5
2.0
~
All
Ordnance,
a c c e s s o r i e s . . .....................................
T e x t i l e m i l l p r o d u c t s ........................................
A p p a r e l .............................................................
L u m b e r , w o o d p r o d u c t s ....................................... i
F u r n i t u r e , f i x t u r e s ...........................................
P a p e r , a l l i e d p r o d u c t s ......................................
P r i n t i n g a n d p u b l i s h i n g ....................................
C h e m i c a l s ................................. .......................
P e t r o l e u m r e f i n i n q ............................................
R u b b e r a n d p l a s t i c s ...........................................
L e a t h e r p r o d u c t s ...............................................
S t o n e , c l a y , a n d g l a s s ......................................
P r i m a r y m e t a l s ..................................................
F a b r i c a t e d m e t a l s ..............................................
M a c h i n e r y ..........................................................
E l e c t r i c a l m a c h i n e r y .........................................
T r a n s p o r t a t i o n e q u i p m e n t ...................................
I n s t r u m e n t s .......................................................
M i s c e l l a n e o u s m a n u f a c t u r i n g ..............................
N o n m a n u f a c t u r i n g ............................................
M i n i n g , c r u d e p e t r o l e u m , a n d n a t u r a l g a s ...........
T r a n s p o r t a t i o n .1.................................................
C o m r n u n i c a t i o n s ..................................................
U t i l i t i e s , e l e c t r i c a n d g a s ..............................
W h o l e s a l e t r a d e .................................................
R e t a i 1 t r a d e .....................................................
H o t e l s a n d r e s t a u r a n t s ......................................
S e r v i c e s ...........................................................
C o n s t r u c t i o n .....................................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ..........................
E x c l u d e s railroads and
NQTE:
Nonadditive.
-
-
r
10
27.8
10
27.8
8
2
2
2
2
7
3
8
7
34
15
14
1
-
22.0
4.7
3.4
2.8
7.9
38.3
4.3 i
- j
33.0 I
1 2 . 3i
96.3
43.9
302.8
2.0
5
2
2
2
6
2
6
7
26
11
12
1
"
10.6
4.7
3.4
2.8
37.3
3.0
10.9
12.3
73.9
36.9
142.8
2.0
~
8
2
2
2
1
7
2
7
7
29
13
11
1
“
-
-
- j
-
-
-
-
"
-
-
- |
-
-
-
-
-
-
-
-
-
'
"
-
~
airlines.
55
-
Table 23. Discipline or transfer for failure to meet production standards in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
P r o h i bi t i o n o f
d i s c i p l i n e or
transfer during
temporary standards
or a p p e a l
Di s c i p i i n e
Industry
General
Total
Agreements
All
i n d u s t r i e s .......................... ..................
F o o d , k i n d r e d p r o d u c t s ......................................
T o b a c c o m a n u f a c t u r i n q ........................................
T e x t i l e m i l l p r o d u c t s ........................................
A p p a r e l .............................................................
L u m b e r , w o o d p r o d u c t s ........................................
F u r n i t u r e , f i x t u r e s ...........................................
P a p e r , a l l i e d p r o d u c t s ......................................
P r i n t i n g a n d p u b l i s h i n g .....................................
C h e m i c a l s ..........................................................
P e t r o l e u m r e f i n i n q ............................................
R u b b e r a n d p l a s t i c s ..................................................................................................................................................................
L e a t h e r p r o d u c t s ...............................................
S t o n e , c l a y , a n d g l a s s .................................................................................................................................................
P r i m a r y m e t a l s .............. ....................................
F a b r i c a t e d m e t a l s ..............................................
M a c h i n e r y ..........................................................
E l e c t r i c a l m a c h i n e r y ............................. ...........
T r a n s p o r t a t i o n e q u i p m e n t .....................................................................................................................................
I n s t r u m e n t s .......................................................
M i c5r.pl 1 a n p m i 1; m a n u f a c t u r i n g ..............................
N o n m a n u f a c t u r i n g ............................................
M i n i n g , c r u d e p e t r o l e u m , a n d n a t u r a l g a s ...........
T r a n s p o r t a t i o n .1.................................................
C o m m u n i c a t i o n s ..................................................
U t i l i t i e s , e l e c t r i c a n d g a s ..............................
W h o l e s a l e t r a d e .................................................
R e t a i l t r a d e .....................................................
H o t e l s a n d r e s t a u r a n t s ......................................
S e r v i c e s ...........................................................
C o n s t r u c t i o n .....................................................
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g ..........................
1 Excludes railroads and
NOTE:
Nonadditive.
Agreements
Workers
T ransfer
unilaterally imposed
by m a n a g e m e n t
discipline
Workers
Agreements
Agreements
Workers
Workers
37
378.8
32
363.0
10
60.8
5
168.4
37
378.8
32
363.0
10
60.8
5
168.4
-
2
-
4
1
1
9.0
4. 1
1. 1
-
-
1.5
-
1
!
;
-
-
1
1
3
10
9
5
1
|
!
!
3.0
1.1
4.5
22.3
58.1
268.3
5.7
4
1
1
-
1
-
9.0
4 .1
1.1
-
1. 5
-
-
-
-
-
|
i
-
-
-
-
-
-
-
-
-
-
-
-
1
1
2
8
7
5
1
3.0
1.1
3.5
16.7
49 . 1
268.3
5.7
-
1
2
6
1
-
- j
1 .0 I
5.6 |
51.0
3.1|
-
8. 1
-
-
-
-
-
-
-
2
1
-
4. 1
156.2
-
-
-
-
-
-
-
-
-
-
_
-
_
-
-
-
-
-
-
-
-
-
_
- I
-
-
_
-
-
_
-
-
-
-
-
-
_
-
airlines.
56
_
-
-
_
"
Table 24. Method used to establish production standards and/or incentives in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Tot a l r e f e r r i n g to
i n c e n t i v e s or
production standards
Method
Industry
T otal
Agreements
Time
Other
study
method
Unable
to
determine
Workers
Agreements
Workers
Agreements
Workers
Agreements
Workers
Agreements
Workers
i n d u s t r i e s ............
496
3,025.3
263
1,476.1
246
1,272.4
67
508.5
8
26. 1
M a n u f a c t u r i n g .................
470
2,816.3
258
1,465.3
242
1,264.2
67
508.5
7
23.5
3
37
4
11
43
4
9
10
5
14
2
16
16
27
69
21
57
66
42
7
7
7.9
163.8
11.1
34.2
444.0
7.4
13.4
15.4
6.3
31.1
5.5
77.8
44.0
82.3
476.0
53.4
14 3 . 5
349.0
815.0
16.9
18.0
_
_
-
-
-
-
-
_
18
8
5
1
5
4
1
10
45.9
22.3
12. 1
2.2
7 .0
5.8
1.5
25.8
77.8
12.9
32.8
46.9
25.3
121.0
241.9
764.4
16.9
2.6
17
8
4
5
4
1
9
16
8
8
20
13
46
50
26
6
1
44.6
22.3
9. 1
7.0
5.8
1.5
20.5
77.8
12.9
25.7
43. 1
25.3
116.7
237.3
598.0
15. 1
1.3
3
1
1
1
1
2
5
4
17
25
5
1
1
7.2
3.0
2.4
5.3
1 .0
3.0
10.1
6.3
64.3
138.0
264.6
2.0
1.3
1
1
2
1
1
1
~
1. 3
2.2
6. 1
1.8
10.2
1.8
“
26
209.0
2.6
All
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
T e x t i l e m i l l p r o d u c t s ........
A p p a r e l .............................
L u m b e r , w o o d p r o d u c t s .......
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
f-'achi n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
N o n m a n u f a c t u r i n g ............
Mining, crude petroleum,
a n d n a t u r a l a a s ...............
T r a n s p o r t a t i o n . 1.................
C o m m u n i c a t i o n s ..................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c s s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g ..............
1Excludes railroads and
NOTE:
Nonadditive.
7
1
3
8
2
136.5
20.0
14.8
32. 1
5.5
"
"
-
I
I
I
i
I
I
16
8
11
21
13
48
52
23
7
2
5
10.8
1
-
1. 4
9.4
-
-
4
-
"
airlines.
57
I
i
I
!
4
8.2
"
-
1
1
-
1 .4
6.8
-
-
-
-
-
-
-
-
1
-
-
3
-
-
2.6
-
Table 25. Party or parties conducting time study in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total
study
with timeprovision
T im e
study
conducted
Industry
Workers
Agreements
O r d n a n c e , a c c e s s o r i e s ........
F o o d , k i n d r e d p r o d u c t s ......
T o b a c c o m a n u f a c t u r i n g ........
A p p a r p 1 .............................
L u m b e r , w o o d p r o d u c t s ........
F u r n i t u r e , f i x t u r e s ...........
P a p e r , a l l i e d p r o d u c t s ......
Printing and publishing....
C h e m i c a l s ..........................
P e t r o l e u m r e f i n i n g ............
R u b b e r a n d p l a s t i c s ...........
L e a t h e r p r o d u c t s ...............
S t o n e , c l a y , a n d g l a s s ......
P r i m a r y m e t a l s ..................
F a b r i c a t e d m e t a l s ..............
M a c h i n e r y ..........................
E l e c t r i c a l m a c h i n e r y .........
Transportation equipment...
I n s t r u m e n t s .......................
Miscellaneous manufacturing
N o n m a n u f a c t u r i n g ............
Mining, crude petroleum,
a n d n a t u r a l g a s ...............
T r a n s p o r t a t i o n . 1.................
C o m m u n i c a t i o n s ..................
Utilities, electric and gas
W h o l e s a l e t r a d e .................
R e t a i 1 t r a d e .....................
H o t e l s a n d r e s t a u r a n t s ......
S e r v i c e s ...........................
C o n s t r u c t i o n .....................
Mi s e e l l a n e o u s
n o n m a n u f a c t u r i n g ..............
E x c l u d e s railroads and
NOTE:
Nonaddi- fcive.
Agreements
Workers
—
Company and union
r e p r e s e n t a t i v e or
joint committee
Uni on
Company
Agreements
by
jW o r k e r s
Agreements
Outside
Workers
consultant
Agreements
Workers
246
1,272.4
225
1,192.4
36
|
95.6
26
513.4
12
58.8
242
1,264.2
221
1, 1 8 4 . 2
36
|
95.6
26
513.4
12
58.8
-
-
1
1
2. 1
1. 1
1
1
3
-
1.7
1.3
40.0
-
17
8
4
44.6
22.3
9. 1
17
8
4
44.6
22.3
9. 1
2
I
j
7.6
-
1
|
2. 1
5
4
1
9
16
8
8
20
13
46
‘>0
26
6
1
7.0
5.8
1.5
20.5
77.8
12.9
25.7
43. 1
25.3
116.7
237.3
598.0
15 . 1
1. 3
5
4
1
8
13
6
7
18
12
43
47
23
4
1
7.0
5.8
1.5
19.2
37.8
10.8
20.2
40.3
24. 1
109.7
225.2
592.6
12.3
1. 3
-
j
j
j
I
(
|
I
|
i
1
1
1
i
1
1
1. 5
3.5
12.5
3.2
8.4
10.0
7.8
10.4
24. 1
4.6
1
4
2
1
3
1
5
2
6
1
~
1. 5
37.0
2.0
5.5
11.6
1.1
9.6
6 .1
437.5
1. 3
-
1
1
2
1
~
1
2
7
2
1
5
4
3
6
2
_
_
_
-
_
1. 3
2.5
5 !6
3. 1
4
8.2
4
8.2
-
1
-
-
-
-
-
1
-
1.4
-
1
-
1.4
-
-
j
j
j
j
j
j
j
j
j
-
-
-
-
-
-
-
-
3
-
6.8
-
~
”
-
3
-
-
6.8
“
airlines.
58
-
1
1
__________________L
-
-
-
-
-
-
-
-
-
"
“
-
-
-
~
Table 26. Time-study information and union rights in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Total w i t h time study pr ov is io n
Ag re e m e n t s
Ag r e e m e n t s
Wo r k e r s
Uni on advi sed of
re su lt s of stud y
Uni on advi sed of
intent to p e rf or m
time stud y
Un io n p r o v i d e d wi th
or has a c ce ss to
ti m e - s t u d y data
In dus try
A g re em en ts
Wo rk e r s
Workers
Agreements
Unio n ri gh ts in
re ga rd to ti me study
Wo r k e r s
Agreements
Wo rk e r s
i n d u s t r i e s ..........
246
1,272.4
78
287.9
45
124.8
18
65.0
74
286.4
M a n u f a c t u r in g ..............
242
1,264.2
77
286.9
45
124.8
18
65.0
74
286.4
-
-
-
-
-
-
-
-
-
-
17
44.6
2
8.0
4
15.4
3
6.4
5
14.8
8
4
5
4
1
9
22.3
9. 1
7.0
5.8
1.5
20.5
2
1
2
1
3.3
3. 1
2. 1
1.7
1
1
2.4
1.4
1
1
3
1
4
11.6
1. 1
2.1
4.6
1.5
16 . 1
16
8
8
20
13
46
50
• 26
7
1
2
7
4
21
11
10
2
62.3
4.0
12.0
17. 1
7.4
39.9
7 1.8
38.0
4.6
2
2
1
1
2
1
1
2
1
18.3
6 0
5.5
8.9
3.4
1.2
4.5
5. 1
2.0
11
2
3
4
4
12
11
6
4
69.7
5 0
15.4
12.8
8.4
24.0
7 1.6
26.9
12. 1
1
77.8
12.9
25.7
43. 1
25.3
116.7
237.3
598.0
15. 1
1.3
4
8.2
1
1 0
1
1.4
All
Ordnanc e,
a c c e s s o r i e s ......
To bac co m a n u f a c t u r i n g ......
T e xt il e mill p r o d u c t s ......
A p p a r e l ........................
Lumber, w o od p r o d u c t s ......
Fur niture, f i x t u r e s .........
Paper, a l li ed p r o d u c t s .....
P r in ti ng and pub lis hi ng .. ..
Chemi c a l s .....................
Pe t r o l e u m r e f i n i n g ..........
Ru bbe r and p l a s t i c s .........
I eafhpr product*;..........................
Stone, clay, and g l a s s ...........
Pr im ar y m e t a l s ...............
Fa br ic at ed m e t a l s .......................
Machi n e r y .....................
Elec tri cal m a c h i n e r y ................
Tr an sp o r t a t i o n equ ipm en t. ..
I n s t r u m e n t s .......................................
Miscellaneous manufacturing
Nonmanufacturing
.....................
Mining, cr ude petr ole um ,
and natura l g a s
Tra nsp ortation.!..............
Conmuni cati o n s
Utiliti es, e l ec tr ic and gas
Wholesale t r a d e
Reta i t r a d e
..........................
...............................
.............................
1
....................................
Hnfp) <5 and r e s t a u r a n t s ...........
Serv i c e s ......................
Con structi o n .................
Mi s e e l la ne ou s
n o n m a n u f a c t u r i n g ...........
-
6
3
-
-
-
6.8
-
-
-
“
.
-
-
1
-
-
"
"
1. 0
-
-
-
1
1
1
1
2. 1
1.4
1.5
1.2
6
1
10.5
1.4
4
2
7
7
9
1
5.6
3.4
12.7
28.7
39.3
1.5
-
-
-
-
-
-
~
-
-
-
-
-
-
.
-
-
6
-
~
-
-
.
-
-
-
E x c l u d e s ra il r o a d s an d ai rl ines.
NOTE:
No na dd iti ve.
Table 27. Selected employee-related time-study provisions in major collective bargaining agreements, by industry, 1977
(Workers in thousands)
Ind u st ry
Ti me stud y p e r f o r m e d E m pl oy ee to p e r f o r m
w i th av e r a g e
at no rmal pa ce
wo rk er (s )
d u ri ng ti me study
Total w i th ti me
study provi si on
Ag r e e m e n t s
Workers
Ag r e e m e n t s
Workers
Ag r e e m e n t s
E m pl oy ee to
co o p e r a t e wit h
m a n a g e m e n t du ri ng
ti me study
Ag r e e m e n t s
Workers
Wo r k e r s
i n d u s t r i e s ....................................
246
1,272.4
27
53.6
11
25. 1
10
20.3
M a n u f a c t u r i n g ........................................
242
1,264.2
27
58.6
11
25.1
10
20..?
All
_
Ord nance, a c c e s s o r i e s ................................
Food, k i nd re d p r o d u c t s ...............................
To ba cc o m a n u f a c t u r i n g ................................
T e xt il e mill p r o d u c t s ................................
A p p a r e l ..................................................
Lumber, w o od p r o d u c t s ................................
Fur niture, f i x t u r e s . . . . . .............................
Paper, al li ed p r o d u c t s ...............................
Pr i n t i n g and p u b l i s h i n g ..............................
Chemi c a l s ...............................................
Pe tr o l e u m r e f i n i n g ....................................
Rub b er and p l a s t i c s ...................................
Lea t he r p r o d u c t s .......................................
Stone, clay, and g l a s s ...............................
P r im ar y m e t a l s .........................................
F a br ic at ed m e t a l s .....................................
Machi n e r y ...............................................
El ec tri cal m a c h i n e r y .................................
Trr ns po rta t ion e q u i p m e n t ............................
I n s t r u m e n t s .............................................
M i s c e l l a n e o u s m a n u f a c t u r i n g .........................
17
44.6
-
-
-
-
1
3.3
8
4
5
4
1
9
16
8
8
20
13
46
50
26
6
1
22.3
9. 1
7.0
5.8
1.5
20.5
77.8
12.9
25.7
43. 1
25.3
116.7
237.3
598.0
15. 1
1.3
1
1
1
3
2
3
6
7
1
1
1
3. 1
1.2
1.0
4.2
3.3
6.2
12.4
22.0
1.8
2.0
1.3
1
1
1
2
4
1
1
“
1.6
1.4
1 .0
2.9
6.6
2. 1
9.5
-
1
6
2
-
1.2
11.3
4. ‘r
-
No nm anu fac tur i n g ....................................
4
8.2
"
-
"
"
-
-
Mininq, crude pe tro leu m, and natu ra l g a s .........
Transp ort ati on.1........................................
Comm un i c a t i o n s .........................................
Utili tie s, e l ec tr ic and g a s .........................
Wh o l e s a l e t r a d e ........................................
Reta i1 t r a d e ...........................................
H o te ls and r e s t a u r a n t s ...............................
Serv ic e s ................................................
C o n s tr uc t io n ...................................... .
M i s c e l l a n e o u s n o n m a n u f a c t u r i n g .....................
1
3
”
1.4
6.8
-
“
-
-
-
-
-
'
"
"
'
E x c l u d e s r a i l ro ad s an d ai rlines.
N 0 T E : Nonadd iti ve.
59
-
~
Appendix A. Selected WageIncentive, ProductionStandard, and Time-Study
Provisions
To illustrate how wage-incentive, production-stand
ard, and time-study provisions may appear in an agree
ment, sections of several agreements are reproduced in
their entirety. Intervening irrelevant clauses have been
deleted.
(d) An employee shall be paid for incentive hours
earned at the appropriate incentive rate for his job
classification as set forth in the Incentive Rate Agree
ment between the parties attached hereto.
Agreement between—
Employer: Heinz U.S.A.
Union: Meat Cutters
Expiration date: March 1980
Section F. Incentive rates
Agreement between—
All incentive rates in the Pittsburgh Factory in effect
on the date of this Contract shall continue in effect dur
ing the term of this Contract unless changed in accor
dance with the Rules Governing the Installation and
Operation of Incentive Rates attached hereto and by
this reference made a part hereof.
Employer: ITT Gwaltney, Smithfield, Va.
Union: Teamsters
Expiration date: January 1979
ARTICLE IX INCENTIVE PLAN
Rules Governing the Installation
And Operation of Incentive Rates
(a) The Employer has in effect an Incentive Plan
for employees based upon productivity and competi
tive requirements of the Employer’s business which it
agrees to continue during the term of this Agreement so
long as it is deemed practical.
1. Incentive rates installed hereafter in accordance
with the procedures herein set forth and incentive rates
in effect on the date of this Contract shall continue in
effect and shall not be changed or discontinued unless
there is a change in equipment, methods, materials,
processes or specifications and which changes result in
a change in the time requirements of the operations (ex
cept as provided in paragraph 8 below or as a result of
arbitration under the 1960 Contract). Changes to be
considered hereunder with respect to incentives in
stalled prior to July 26, 1949, shall be those occurring
since July 26, 1949, and changes to be considered
hereunder with respect to incentives installed since July
26, 1949, shall be those occurring since such incentives
were installed or since the last revision, if any of such
incentive.
2. New incentive rates may be installed, at the dis
cretion of the Company, on new jobs or on jobs not pre
(b) The parties agree that the Plan in its entirety
shall be determined and administered solely by the
Employer and the Employer reserves the sole and com
plete right to determine whether this Plan shall be con
tinued, amended, modified or terminated as to any
department or group of employees at any time during
the term of this Agreement and such determination
shall in no way be the subject matter of negotiations,
grievances or in any way construed as a negotiable part
of this Agreement.
(c) The Employer agrees that the Plan, along with
any changes or amendments shall be made known to
the employees and Union representatives.
60
grade rates for the jobs performed for the number of
hours they work.
6 . All incentive rates (including bonus and piece
work rates) applicable to each department shall be
posted in that department and a copy sent to the Union.
7. Incentive rates shall be established in accordance
with the following procedure:
sently covered by incentives:
3. New incentive rates shall be installed on jobs
presently or hereafter covered by incentives where
there has been a change in equipment, methods,
materials, processes or specifications unless it can be
established that incentive compensation under new in
centive rates on such a job would not be beneficial both
to the Company and to the employee or employees in
volved.
4. In establishing incentives whether a replacement
for an existing incentive or a new incentive, the rules
and principles set forth below shall apply:
(a) The Company will develop the proposed new in
centive.
(b) The proposed new incentive may be installed by
the Company, and the employees affected may at
any time after sixty (60) days, but within one
hundred and twenty (120) days following in
stallation, file a grievance alleging that the new
incentive is not based on an equitable incentive
standard which reflects the amount of work a
norm al qualified employee or group of
employees working efficiently at normal day
work pace under normal operating conditions
should produce in a given period of time. Such
grievance shall be processed* under the griev
ance and arbitration procedures of this Con
tract. If the grievance is submitted to the arbitra
tion procedure, the arbitrator shall decide
whether or not the incentive was established in
accordance with the rules herein set forth.
(a) The Company shall decide the type of incentive
to be used, for example, individual or group,
and bonus, piece-work, or standard hour.
(b) When it is determined that an incentive is to be
installed with respect to any operation, such
operation shall be time studied a sufficient num
ber of times to establish an equitable incentive
standard which shall reflect the amount of work
a normal qualified employee or group of
employees working efficiently at normal day
work pace under normal operating conditions
should produce in a given period of time.
(c) Incentive rates hereafter installed shall be based
upon the principle that for every one (1) per cent
increase in production over and above the pro
duction called for by the standard, the incentive
worker will receive one (1) per cent increase
over the grade rate for the job.
(c) In the event the Company does not develop a
new incentive as provided in paragraph 3 above,
the employee or employees affected may, if filed
promptly, process a grievance under the griev
ance and arbitration procedures of this Contract
requesting that new incentive be installed in ac
cordance with the provisions of these Rules.
(d) Only such production as meets the established
quality specifications on the operation to which
the incentive is applicable will be counted in
calculating the amount of incentive earned.
8 . Notwithstanding the provisions of any or all of
the foregoing Rules, the Company agrees to cancel any
incentive rates upon notice from the Union that it
desires such cancellation provided such notice is given
in writing not earlier than three (3) months and not
later than six (6 ) months after its installation ana
further provided such notice is certified by all of the
elected officers of the local Union.
(e) Management reserves the right within one (1)
year after installation to correct clerical or
calculating errors that may occur in the
development of a standard.
(f)
With respect to employees working on incentive
rates established after July 26, 1949, short
delays up to and including six (6) minutes, which
are not under the control of the employee are in
cluded in the time standard. Any continuous
delay over six (6) minutes not controllable by
the employee will be allowed in full at the job
grade rate.
Agreement between—
Employer: FMC Corporation
Union: United Steelworkers of America
Expiration date: September 1979
Article XV— Standard Hour Incentive Plan (SHP)
(g) With respect to employees working on incentive
rates established prior to July 26, 1949,
reported waiting periods in excess of an aggreg
ate of fifteen (15) minutes in any one (1) day will
be paid at the appropriate job grade rate.
1.1 SECTION 1 . The basic incentive system is
of the standard hour type. Other suitable
time standards may be used in those situa
tions where standard hours are inappropri
ate. The incentive system, known as the
Standard Hour Plan (SHP) is set forth in
this Article XV.
5. While working on an incentive basis employees
are guaranteed daily earnings equal to earnings at job
61
2.1 SECTION 2. The applicable rate from the
EWS progressive wage rate schedule, which
is set forth in Article XIII, shall be the ap
plicable rate for computation of incentive
earnings for all incentive job classifications.
The employee’s day rate shall be the ap
plicable rate from the progressive rate
schedule. The “Time Standard” is the num
ber of pieces which equals one standard
hour. For example, an employee’s earnings
on incentive are computed as follows:
3.2
4.1 SECTION 4. Incentive Groups. In
calculating incentive for top-rated
employees in groups, the total bonus hours
are determined for the group and divided
among the members of the group in propor
tion to the hours spent in the group by each.
Both actual hours and bonus hours are paid
to each employee at the base hourly wage
rate.
Standard.............................................100 pieces=l std. hour
Output in shift.........................................................1,000 pieces
Hours earned................................... 1,000 x 1/100= 10 hours
8
Hours worked on turn..................................
B onus.............................................................
2
Base rate...........................................................$2.16
Base pay 8 hrs. a t...........................................$2.16 = $17.28
Bonus pay 2 hrs. at......................................... $2.16 = $ 4.32
Earnings in dollars (10 hrs. x $2.16).. $21.60 for the shift
2.2
4.2
For the determination of the applicable
rate in those group incentive installations
where the production job classifications are
evaluated
(a) in the same labor grade, that labor
grade will be used; or
(b) in two ( 2 ) consecutive labor grades, the
higher of the two ( 2 ) labor grades will
be used; or
(c) in more than one labor grade, but not in
consective labor grades, one ( 1 ) labor
grade will be established for the group;
or
(d) in more than two ( 2 ) consecutive labor
grades, one ( 1 ) labor grade will be
established for the group.
Appropriate schedules shall be adopted
for charging hours of, and crediting bonus
hours to, employees in a group who have not
reached the top of the progressive wage rate
schedule.
5.1 SECTION 5. How Standards Are Set.
Time standards will be established which
are based on sound and accepted industrial
principles. Appropriate allowances for such
factors as personal time and other factors
inherent in the operations will be provided
and will be shown separately from the in
centive allowance in the computation of the
standard. An allowance of 25% will be
added to provide for incentive opportunity.
This 25% allowance will be added to the
total work time plus other allowances.
5.2 Normal incentive pace shall be pace rated
at 1 0 0 % (leveling) and shall be defined as
that incentive rate of performance achieva
ble by a qualified operator utilizing his time
and abilities effectively at a work pace that
can be maintained for a day’s work under
normal conditions.
5.3 The Union will be notified in advance of
any new installation of SHP standards. A
complete and detailed written method
description will be prepared by the In
dustrial Engineering Department. A copy of
the method description will be made availa
ble in the department when the job is being
run and shall be available to the Union
timestudy representative in connection with
any dispute concerning the correctness of
the standard.
The above items (a), (b), (c), and (d) do not apply to
service employees.
3.1 SECTION 3. Base Period Calculation Of
Incentive Earnings. Incentive earnings will
ordinarily be computed for each employee
for the total hours worked on incentive dur
ing a single shift. Exceptions will exist (1)
when an employee works in more than one
job classification during the same calcula
tion period, in which case the incentive
earnings will be calculated separately for
each job classification, or ( 2 ) when, for ex
ample, an operation requires more than one
shift to complete a unit or when production
records are unobtainable on a per shift basis
in which latter case earnings shall be com
puted for such longer period as the opera
tion or production records may require.
Payment of 125% of the EWS Base Rate
paid for training under Section 8.3 of this
Article XV and for Union lost time under
Article XIII, Section 8 , shall be separated
from incentive calculations.
5.4
62
The development of each incentive stand
ard shall contain a detailed elemental
breakdown of time for each portion of the
incentive task. It shall also show the
allowances and the amount thereof which
were included in the development of the
standard. The Industrial Engineering
Department shall endeavor to use time
values for manual elements which are re
lated to a consistent norm throughout the
Company’s plants and, to this end, shall ar
rive at a system which will help to minimize
disputes over “leveling.”
5.5
tive earnings opportunity even though
they are set as accurately as Industrial
Engineering techniques permit. Also, in
dividual operators will vary in their per
formance against the standard. In case of
grievances, the question for decision shall
be the correctness of the standard as to the
time measurements and allowances used
in accordance with this Plan as provided
in Section 5 above. If the standard is
found not to have been correctly
established, it shall be corrected in such
manner as is necessary to comply with
Section 5; and, in the event of arbitration,
the Arbitrator shall have the authority to
direct changes so as to preserve the oppor
tunity for equitable earnings in accor
dance with the intent of Section 5. If no
grievance is filed within ninety (90) days
from the date the standard was
established, the standard shall be deemed
a permanent one, subject to change only
for the reasons set forth below in this
Plan.
Timestudy personnel will establish time
for work performance on the basis of objec
tive studies of the work performed and not
on the basis of production records.
Wherever practical, observations will be of
regular experienced operators on the opera
tion involved.
6.1 SECTION 6 . Indirect Employees. In
direct employees who
(a) are presently paid a bonus based on
the performance of the employees
whom they service; and
(b) are not placed on directly measured
standards under the SHP
7.3
shall continue to be paid an indirect
bonus, calculated for the appropriate pay
or accounting period, equal to the percen
tage of pay above base rate averaged by
the employees whom they service. The
percentage so calculated will apply to the
indirect employee’s base rate.
8.1 SECTION 8 . Payment For Loss Of Time.
Delays may occur because of equipment
failures, power failure, lack of material or
other causes. When such delays occur and
the employee reports this fact to the fore
man (or his designated representative),
and is not then transferred to other work,
he will receive payment for the time so
lost at his base hourly rate, if the total
time so lost reaches 2 / 10 ths of an hour (12
minutes). Minor delays of shorter dura
tion which may occur throughout the day
are compensated for in the standard.
7.1 SECTION 7. Correction Of Standards.
Upon the establishment of a standard
under the SHP, the employees shall make
an honest effort to develop incentive earn
ings during a fair trial period of not less
than thirty (30) days. During this trial
period, no grievance may be filed contest
ing the fairness of the standard, but the
employee may, through his foreman, re
quest the Industrial Engineering Depart
ment to recheck the standard after eight
( 8 ) hours of effort.
7.2
8.2
During the sixty (60) days next follow
ing the fair trial period, employees
affected may file a grievance under the
Basic Agreement concerning the correct
ness of a standard. It is recognized that in
dividual SHP standards may provide
somewhat more or less than 25% incen
If a standard is revised pursuant to
grievance, the revision shall be made
retroactive to the date that the standard
was installed.
63
The Company will pay a special rate of
115% of the base rate of an incentive
worker for all time as follows:
(a) When an operator makes a request to
his supervisor for a standard on an
unrated operation and
(1) The Industrial Engineering
Department is of the opinion that
a standard is practical (when a
standard is not practical, the
Company will give the appropri
ate reason(s) upon request); and
(2) The operation is not checked for
the purpose of establishing a
standard within four (4) hours
after the request is made; and
(3) A standard is not established
before the job runs out.
8.3
Company is not achieving the maximum
practical incentive coverage in any
department, the Company agrees to dis
cuss this matter with the Union.
10.1 SECTION 10. Conditions For Change In
Standards. A standard is established for
the specific method under specified condi
tions and is, therefore, logically applied
only when the work is performed under
the conditions so established. When the
conditions are changed by a measurable
amount, the standard is void and no
longer applicable. Examples of changes in
conditions which void a standard are:
The Company will pay a special rate of
125% of the EWS base rate of an incen
tive worker, or 125% of the EWS base
rate of the job classification where tem
porary assignment occurs, whichever is
the greater, to a non-supervisory, incen
tive operator, for all time;
(a) During assignment to work desig
nated as “developmental” by the In
dustrial Engineering Department,
such as operation of new machines, or
machining of machine tools, trying
new tools, or machine parts for our
own use in lieu of incentive standards,
or shakedown of other new operations
or equipment requiring a break-in
period before standards can be
established.
(b) During assignment to train another
employee when his regular duties do
not consist of such assignment. Pay
ment of the foregoing rate shall be
made for the period of such training.
Selection of the operator for such
training assignment will be made
solely by the departmental supervi
sion on the basis of his ability without
regard to seniority.
(c) During assignment and as authorized,
work with non-bargaining unit
employees from Quality Control,
Laboratories, or Engineering when
such assignments interfere with the
affected employee’s productivity.
(a)
(b)
(c)
(d)
(e)
9.1 SECTION 9. Non-Incentive Work. While
it is intended to establish standards for all
operations on which an incentive plan is
considered practicable, there may be oc
casions when standards have not been
established for various reasons. In such
cases, the employee working on such an
operation is paid at his base hourly wage
rate. Any time so spent is not included in
the calculation of incentive earnings and,
therefore, the incentive bonus which an
employee has earned will not be impaired
because of the time he spends on un
measured work. If the Union feels that the
Changes in equipment, including tools.
Changes in manufacturing processes, pro
cedures or methods.
Changes in quality standards.
Changes in the material dimensions,
analysis or other specifications.
Changes due to safety equipment or safety
devices.
10.2
Proven errors in the computation in the
establishment of a standard may be cor
rected after notification to the Union and
shall be explained to the employees in
volved.
10.3
When one of the changes in conditions
described above occurs, the Industrial
Engineering Department will establish a
new standard as promptly as practicable.
Where the conditions for which the new
rate being established will be limited in
duration, the Industrial Engineering
Department may release it with a notation
that it is for “this job only” or for a
specified period of time. Standards thus
established shall be known as “Temporary
Standards—Conditions” (TC Standards).
10.4
If it is impractical to establish either a
temporary or permanent standard, the
employee is paid daywork at his base
hourly rate for the time spent on the
operation and does not lose any of the
bonus he has earned on normal material.
11.1 SECTION 11. Responsibility For Stand
ards. The establishment of standards, the
administration of the incentive plan and
justified revisions are the responsibility of
the Company.
11.2
64
However, all time standards shall be
letter to the employee or employees in
forming him of his Modified Red Circle
or Incentive Differential. Payment shall
be made within fourteen (14) working
days at the labor grade contended for by
the Union pending final determinations.
subject to grievance as provided herein,
and the data supporting them are availa
ble for inspection by authorized Union
representatives.
12.1 SECTION 12. Modified Red Circles and
ID’s. When changes, such as method
changes, process changes, new equipment
purchases, audit of Job Evaluation
Program, etc. occur after an employee is
placed on the EWS schedule, resulting in
changes of job classification or the
establishment of a new classification that
decreases the job evaluation point values
one ( 1 ) full labor grade or more for an
employee assigned, or which establishes a
new job classification which replaces that
classification and under circumstances
when an incumbent employee accepts,
within or outside his department, a new
reduced labor grade rate on his own
classification, or on a successor classifica
tion because the job evaluation point
value has been reduced more than one ( 1 )
full labor grade below the point value of
his original classification, then a
“Modified Red Circle” or “Modified ID”
will be established for such employee.
12.2
The amount of such “Modified Red
Circle” will be equal to the amount of the
difference between the labor grade base
rate of the employee’s current job
classification and the labor grade base
rate of the new or revised job classifica
tion. This may be expressed as:
Modified RC = (old EWS B.R. - new
EWSB.R.)
12.3
The amount of such “Modified Incen
tive Differential” will be equal to the
amount of the difference between 125%
of the labor grade base rate of the
employee’s current job classification and
125% of the labor grade base rate of the
new or revised job classification. This may
be expressed as:
Modified ID = (1.25 old EWS B.R. 1.25 new EWSB.R.)
12.4
12.5
(b) Operation changes resulting in new
job classifications or re-evaluation of
existing job classifications.
(1) Acquisition of new machines
and/or equipment, .or modifica
tion of existing machines and/or
equipment, which replaces simi
lar existing machines and/or
equipment.
(2) Accumulated job evaluation
changes, amounting to one ( 1 )
full labor grade (or more), as a
result of reported job changes, or
as a result of audit.
12.6
At approximately the time of establish
ment of the Modified Red Circle or
Modified Incentive Differential the Com
pany will advise employees of the amount
of their Red Circle or Incentive Differen
tial multiplied by 2 0 0 0 hours as a com
plete payment. Notification will be in a
“Modified Red Circle” and “Modified
Incentive Differentials” will be effective
under the following conditions:
(a) Reassignment of duties by reorganiza
tion of job classifications.
( 1 ) Elimination of an existing job
classification by separation of
duties into two ( 2 ) (or more) new
job classification.
(2) Separation of duties of an existing
job classification into one ( 1 ) (or
more) new job classifications with
re-evaluation of the original job
classification.
(3) Elimination of two (2) (or more)
existing job classifications by
combining duties into one ( 1 ) (or
more) new job classifications.
Irrespective of the provisions set forth
in Section 12.1 through 13.1 of Article
XV, those employees who are still carry
ing either existing or Modified Red Cir
cles, or I.D.’s will continue to be governed
by Sections 10.4 and 14.1 through 19.5 of
Article XV and Article XIII, Sections 5.2
(a) and (b) and 9.1 (a) and (b) in the 1970
Labor Agreement.
13.1 SECTION 13. Group Leader Special Pay
ment. When Group Leader positions are
replaced by a nonbargaining unit super
visor, he will be eligible for a special lump
65
sum payment. The amount of this payment
will be determined by multiplying the sum
equal to the value of two ( 2 ) labor grade
increments by 2 0 0 0 hours.
13.2
The incumbent of the Group Leader
position who supervises incentive
employees under conditions outlined
above, and who does not have the
qualification or seniority to bump into an
incentive job classification, will have the
25% as specified in Article XIII, Section
7 (b) multiplied by 2000 hours and the
resultant amount added to his special
lump sum payment.
13.3
The provisions of this Section do not
apply when Group Leader positions are
eliminated in a reduction of work force in
a department. Modified Red Circles and
Incentive Differentials do not apply to
Group Leader positions.
9.1 SECTION 9. Temporary Assignments.
When an employee is temporarily
assigned from his regular job classifica
tion to a different job classification, he
will be paid as follows:
(a) An employee assigned to a job
classification where a work shortage
has developed in accord with Article
V, Section 6.18, will be paid the EWS
Base Rate of his regular job classifica
tion, or his appraised Base Rate on
the temporary job classification
whichever is the greater.
(b) An employee assigned to a job
classification where work remains for
him in that classification, and
( 1 ) is given an option of accepting the
temporary assignment or of re
maining in his regular classifica
tion, and elects to accept the tem
porary assignment, or
( 2 ) is a dayworker who is affir
matively ordered by the Foreman
to temporarily perform such work
for the convenience of the Com
pany, and
such assignment is to a job classifica
tion in a lower labor grade, the
employee will have all his earnings,
including incentive earned hours,
calculated at his regular base rate,
rather than at the base rate of the
lower labor grade. If such assignment
is to a job classification in a higher
labor grade, and the employee can be
appraised on the appropriate EWS
Training Schedule for that job
classification at a rate which is higher
than his regular base rate, such higher
base rate shall be used.
(c) An employee assigned to an incentive
job classification where work remains
for him in that classification, and is
affirmatively ordered by the Foreman
to temporarily perform such work in
another job classification will be paid
a special rate:
( 1 ) if assigned to a daywork job
classification or to non-rated
work, of 115% of his base rate, or
his appraised base rate on the job
classification where the tempor
ary assignment occurs, whichever
is higher;
( 2 ) if assigned to rated work, his
regular base rate or his appraised
base rate on the job classification
where the temporary assignment
occurs, whichever is higher. A
special additive of .15 bonus
hours for each earned hour shall
be paid in addition to any regular
incentive bonus earnings while
working on such incentive-rated
work during this temporary
assignment, or in the case of an
employee who earns less than
base rate during the assignment,
as an addition to his guaranteed
earnings.
Agreement between—
Employer: General American Transportation
Corp. Chicago, 111.
Union: United Steelworkers of America
Expiration date: September 1980
The General American Standard
Hour Incentive Plan
66
The mechanics of establishing and maintaining the
Standard Hour Incentive Plan involves six basic steps
as follows:
1. The Recording of Timestudy Data.
2. The Recapping of Timestudy Data.
3. The Application of the Leveling Factor.
4. The Application of Allowances.
5. The Development of Standards Data or
Methods of Pre-Determined Times.
6.
A. Incentive Allowance.
The Establishment and Maintenance of In
centive Standards.
An incentive allowance is added to the base
time of an operation to compensate for apply
ing average skill and normal incentive effort
in the performance of the task. Since the ex
pected attainment is 25 percent above that re
quired of a normal worker working at a day
work pace, the incentive allowance* thus
equals 25 percent.
Step l-T h e Recording of Timestudy Data.
Timestudy data is complied, by making actual onthe-job timestudies, and is checked for content, ac
curacy, method and elemental breakdown. Sufficient
cycles are studied to adequately reflect the overall job
cycles. Decision as to the number of cycles-necessary
for obtaining the proper cycle time is dependent upon
many variables, such as:
1. The consistency of elemental times;
2. The occurrences of elements relate to the
operation, but not necessarily to the cycle;
3. The method of operation; and
4. The efficiency of the operator, in regard to
skill of performance and effort expended.
The foreman must approve the operation method
before the timestudy can be used for incentive
establishment purposes. If, in the opinion of the fore
man, the operation method is incorrect, then the fore
man must reinstruct the employee as to the correct
operational procedure to follow and a new timestudy is
made.
B. Personal Allowance.
A personal allowance is added to the base
time of an operation to compensate for per
sonal needs, such as, wash-ups, trips to
lavatory, incidental rest periods, etc. A seven
percent personal allowance is provided in all
incentive standards covering operations not
requiring definite rest periods.
C. Unavoidable Delay.
An unavoidable delay allowance is added, as
required, to the base time to compensate for
lost time during the work period for delays
beyond the control of the worker.**
Step ll-T h e Recapping of Timestudy Data.
Step V— The Development of Standards Data or
Other Methods of Pre-Determined Times.
The timestudy is recapped to determine the proper
operation cycle time. The selection of values is wholly
dependent upon the type of timestudy made and the
consistency of the elemental times recorded. Where
practical, the observer during his observance of the
operation, will note those cycle elements which in his
opinion reflect an equitable time value. These values
are used as an indication of the representative elemen
tal value.
Standards data is the consolidation of the full range
of engineering information into a single source in pre
determining operation time standards.
Step VI— The Establishment and Maintenance of
Incentive Standards.
Incentive Standards are established and maintained
to currently reflect changes in equipment, methods,
materials, quality standards, machine speeds or feeds,
or design. This will necessitate re-study or revision to
Standards Data for the various operations involved in
such changes.
Step III— The Application of the Leveling Factor.
The application of leveling is the introduction into
timestudy of a factor, which measures variances in skill
and effort between workers on a given operation, and
through its use, time values are brought to the level of a
standard worker.
The standard worker is considered a person applying
average skill and normal incentive effort in performing
a task. The standard worker is leveled at 100 percent.
Agreement between—
Employer: Textron Inc., Campbell Wyant & Can
non Foundry Co.
Union: Auto Workers
Expiration date: March 1978
Step IV— The Application of Allowances.
An allowance is an addition to the base time of an
operation to provide for special conditions inherent in
that operation.
*The Sharon T.C. difference will be continued.
**For example, under normal conditions in a fabricating shop
served by cranes, the allowance would be 7 percent—as circum
stances vary, the allowance will vary up or down accordingly.
67
Old Standards of Production
Old Incentive Plan (OIP)
( 87) In establishing production standards,
Establishing
Standards
(92) Newly hired employees on a classification
covered by this Plan shall have a Payroll
Rate of one dollar twenty-six and one-half
cents ($ 1 .2 6 l/2) until they have worked on
the classification for a period of thirty (30)
days. Employees retained by the Company
in the classification for a period of thirty
(30) days shall, at the beginning of the
following pay period, receive an increase in
payroll rate to one dollar thirty-one and
one-half cents ($1.31 1/2) per hour.
Employees retained by the Company in
the classification for a period of sixty (60)
calendar days shall, at the beginning of the
following pay period, receive an automatic
increase of five cents (5$) an hour to the
maximum Payroll Rate of one dollar thir
ty-six and one-half cents ($ 1.36V2) per
hour.
Management will make time studies,
and/or assign work quotas, on the basis of
fairness and equity consistent with quality
of workmanship, efficiency of operations
and the reasonable working capacities of
normal operators.
payroll Rate
( 88 ) Prior to the time study of a job an elemen
tal breakdown of the job will be made by
the Company. It is agreed that when such
breakdown is established it will not be
changed during the course of that study.
Studies will not be made during overtime
periods.
(89) Incentive rates shall become effective the
beginning of the first shift of the day
following their determination and ap
proval by Management. Employees and
their stewards will be informed of their
new piece work price prior to the start of
their shift.
Down
(90) The Company agrees that it will not change
a standard of production subsequent to fif
teen (15) working days after establishment
unless there is a change, or an accumula
tion of changes over a period of time in
material, equipment, product, method or
layout. The Company, from the records
available, will reflect in the changed stand
ard of production only the part of the job
that is changed. Obvious errors in stand
ards of production (errors made on a time
study on either a mathematical or
typographical basis) which are not cor
rected within forty (40) working days after
the establishment of a standard may be cor
rected by agreement with the Bargaining
Committee. Obvious errors, in any event,
may be corrected by the Company after the
next anniversary date of this Agreement.
(94) Employees on incentive classifications
which are listed in Schedule “A” of this
Agreement shall be paid their incentive
earnings or one dollar and fifty cents
($1.50) per hour for the day, whichever is
higher.
(95) Incentive jobs will be timed in relation to a
Timing Rate of one dollar sixty cents
($1.60) so that experienced workers when
working at 1 0 0 % of incentive efficiency
will earn the Timing Rate plus twenty (20)
percent. It is understood that 100% repre
sents the three (3) mile an hour pace.
Where an employee, because of machine
control, is prevented from exercising free
effort, there shall be added to the machine
( 9 1 ) C om plaints regarding standards
established by Management or changed
by Management because of changes in
material, equipment, product, method or
layout, may be presented as grievances. In
the event of a dispute over a standard, the
time study may be examined by the
Union.
(93) Employees on classifications covered by
Tim* this pian whQ through no fault of their own
lose time shall receive their payroll rate for
such downtime, provided that all delays of
three (3) minutes or less shall not be con
sidered as lost time or downtime and
employees shall receive no compensation
therefor under this paragraph. Such
employees assigned to “found work”,
which includes work in the immediate area
which is of a laboring nature, but does not
include a requirement to clean pits or tun
nels, will be paid at a rate of $ 1.65 per hour
for such time.
68
control time an additional allowance of fif
teen percent (15%). This is on new and
changed jobs.
(98) (b) Prior to the time study of a job, an elemental breakdown of the job will be
made by the Company. It is agreed that
when such breakdown is established, it
will not be changed during the course of
the study. Studies will not be made dur
ing overtime periods.
(96) Piece prices now in effect will not be
changed except as provided in paragraphs
(90) and (91). Piece work rates set or re-set
in the future will conform with this Agree
ment.
(98) (c) Incentive rates shall become effective
the beginning of the first shift on the day
following their determination and ap
proval by management. Employees and
their stewards will be informed of their
new piecework rates prior to the start of
their shift. New piecework rates will be
reviewed with the departmental com
mitteeman.
Payment on Old Incentive Classifications in Lieu of
Piece Work Rates
(97) (a) Any employee called upon to make
samples shall be paid one dollar and se
venty cents ($ 1.70) as an hourly rate for
the time so spent.
(98) (d) The Company agrees that it will not
change a standard of production subse
quent to fifteen (15) working days after
establishment unless there is a change,
or an accumulation of changes, over a
period of time in material, equipment,
product, method or layout.
The Company, from the records
available, will reflect in the changed
standard of production only the part of
the job that is changed. Obvious errors
in standards of production (errors
made on a time study on either a
mathematical or typographical basis)
which are not corrected within forty
(40) working days after the establish
ment of a standard may be corrected by
agreement with the Bargaining Com
mittee. Obvious errors, in any event,
may be corrected by the Company after
the next anniversary date of this agree
ment.
(98) (e) Complaints regarding standards
established by management or
changed by management because of
changes in material, equipment, pro
duct, method or layout may be pre
sented as grievances. In the event of a
dispute over a standard, the time study
may be examined by the Union. The
Union may utilize the International
Union Time Study Department when
there is a rate dispute.
A ll p r o d u c t i o n s t a n d a r d s
established shall have a personal,
fatigue and delay allowance of 12 %
under normal conditions. This 12%
will be calculated into standards by
(97) (b) Any employee called upon to get a new
!!al0J!,r,?rto
job in production prior to the establishment of an incentive rate, or during the
period in which a new incentive rate is
being established as a result of a change
in material, equipment, product,
method or layout shall be paid one dol
lar and seventy cents ($1.70) per hour
until a standard is established.
of standard
(97) (c) Any employee assigned to a “short-run”
in
job on which no piece work rate is
established or on which the Company
does not intend to establish a piece rate
shall be paid one dollar and seventy
cents ($ 1.70) per hour for time so spent.
(97) (d) Any employee assigned to Experimen
tal Core Making, Experimental Core
Assembly—Complete, and Experimen
tal Molding shall be paid one dollar
and seventy cents ($1.70) per hour.
Experimental work is defined as an
operation undertaken to develop a new
product, the method of manufacture of
which is unknown to the Company, and
for which the Company has no order.
New Standards of Production
(98) (a) In establishing production standards,
Management will make time studies on
the basis of a normal operator working
at a normal work pace, under normal
operating conditions with consideration
for the reasonable working capacities of
normal operators.
69
adding it to the leveled time per piece
to give the allowed time per piece (5%
personal, 5% fatigue, 2% delay). Pro
visions will be made to provide a
downtime recording system for abnor
mal conditions not covered by the nor
mal delay allowance included in the
standards.
All work elements will be time
studied and included in the calculation
of normal time per piece including
noncyclic work necessary for the com
pletion of the job.
$5.13 per hour so that experienced
workers can earn 125% expected in
centive earnings at incentive work pace.
For each 1% increase in work pace
above normal there will be a 1 % in
crease in pay. (Add future wage in
creases to above rate.)
Where an employee, because of
machine control, is prevented from ex
ercising free effort, there shall be added
to machine controlled elements an ad
ditional allowance of twenty-five (25)
percent.
(99) (e) Piece prices now in effect will not be
changed except as provided in
paragraphs (98) (d) and (e), except to
place them on the new incentive system.
Piecework rates set or reset in the future
will conform with this agreement.
New Incentive Plan
(99)(a) Newly hired employees on a classifica
tion covered by this plan shall have the
following payroll rates for the periods
of time stated:
$5.03 per hour for the first thirty (30)
days (30-day rate)
$5.08 per hour for the second thirty
(30) days (60-day rate)
$5.13 per hour for the third thirty
(30) days (90-day rate)
The 90-day rate will be the maximum
payroll rate. (Add future wage in
creases to the above payroll rates.)
(99)(b) Employees on classifications covered
by this Plan who through no fault of
their own lose time shall receive their
payroll rate for such downtime, pro
vided that all delays of three (3)
minutes or less shall not be considered
as lost time or downtime and employees
shall receive no compensation therefor
under this paragraph. Employees on
downtime may be assigned to “found
work”, which includes work in the im
mediate area which is of a laboring
nature but does not include a require
ment to clean pits or tunnels.
Payment on Incentive Classifications in Lieu of
Piecework Rates
(100) (a) Any employee called upon to make
samples shall be paid five dollars and
eighteen cents ($5.18) as an hourly
rate for the time so spent (plus future
wage increases and generated COLA).
(100) (b) Any employee called upon to get a
new job in production prior to the
establishment of an incentive rate, or
during the period in which a new in
centive rate is being established as a
result of a change in material, equip
ment, product, method or layout shall
be paid five dollars and eighteen cents
($5.18) per hour until a standard is
established. (Plus future wage in
creases and generated COLA.)
(100) (c) Any employee assigned to a “shortrun” job on which no piecework rate is
established or on which the Company
does not intend to establish a piece
rate shall be paid five dollars and
eighteen cents ($5.18) per hour for
time so spent. (Plus future wage in
creases and generated COLA.)
(100) (d) Any employee assigned to Experimen
tal Core Making, Experimental Core
Assembly-Complete, and Experimen
tal Molding shall be paid five dollars
and eighteen cents ($5.18) per hour
(plus future wage increases and gener
ated COLA.) Experimental work is
(99) (c) Employees on incentive classifications
which are listed in Schedule “A” of this
agreement shall be paid their incentive
earnings plus generated COLA or $5.13
per hour plus generated COLA for the
day, whichever is higher. (Add future
wage increases to above guaranteed
rate.)
(99)(d) Incentive jobs will be timed in relation
ship to a timing rate or base rate of
70
rated] classifications . . . receive their pre
sent rate or the minimum rate of the new
classification, whichever is higher, and
shall have their rates increased in accor
dance with the time limits in Paragraph
defined as an operation undertaken to
develop a new product, the method of
manufacture of which is unknown to
the Company and for which the Com
pany has no order.
( 101).
Employees working on Incentive Class
ifications (Schedule “A”) with more than
one hundred and twenty (120) days
seniority, shall, if changed to [hourly
rated] classifications ... be paid their pre
sent rate or five (5) cents below the max
imum rate of the new classification
whichever is higher. They shall receive
the maximum rate of the new classifica
tion at the beginning of the pay period
following the end of thirty (30) calendar
days.
In no event shall any employee receive
more than the maximum rate of the new
classification.
New Classifications
(106) When a new non-incentive or incentive
job classification is created, the Company
will set up a job classification and a rate
covering the job and will designate it as
temporary, and so notify the committee
man of the District prior to its establish
ment.
The new classification and rate shall be
considered temporary for a period of thir
ty (30) calendar days. During this thirtyday period (but not thereafter) the com
mitteeman of the District may request the
Company to negotiate a rate for the
classification by filing a grievance which
shall not be subject to arbitration.
Any rate negotiated shall be retroactive
to date of establishment unless otherwise
agreed.
(112) Employees working on Incentive Class
ifications (Schedule “A”) shall, if changed
within their department to [hourly rated]
classifications . . . receive the maximum
rate of their new classification provided
they have been employed at an incentive
basis of pay for at least sixty (60) days in
their department or in a department in
which similar operations are performed in
any other of the Muskegon Plants of the
Company.
Classification Changes
(107) An employee who is changed from a non
incentive to an incentive classification
shall receive a Payroll rate on the new
classification as of the effective date of the
transfer as provided in Paragraph (92).
(113) Em ployees working on Incentive
Classifications (Schedule “A”) shall, if
changed to classifications covered by
Paragraphs (103) or (104), the Merit In
crease Plan, receive not less than the
minimum rate of the new classification.
(Il l ) Employees working on Incentive Class
ifications (Schedule “A”) with less than
one hundred and twenty (120) days
seniority shall, if changed to [hourly
71
Appendix B.
Clauses
Identification of
1 5 .......... American Standard, Inc.,
Westinghouse Air Brake Co.,
Wilmerding, Pa.................................
Electrical Workers (UE) (Ind.)
16 ... . Owens-Illinois, Inc., Kimble
Division, Vineland, N.J...................
Flint Glass Workers (AFGW)
I.T.E. Imperial Corp., Philadelphia,
17 . . . .
Pa.........................................................
Auto Workers (UAW) (Ind.)
18 . . . . The Wm. Powell Co., Cincinnati,
O hio...................................................
Steelworkers (USA)
19 ... . Avtex Fibers, Inc., Production and
Maintenance Unit, Pa., Va., W.
Va........................................................
Clothing and Textile Workers
(ACTWU)
20 . . . . .. Interco, Inc., Interstate.......................
Boot and Shoe Workers (BSW)
21 . .. . .. Crucible, Inc., Midland and
Pittsburgh, Pa., Syracuse, N.Y........
Steelworkers (USA)
22 ... ., .. Reliance Electric Co., Dodge
Manufacturing Division,
Mishawaka, Ind................................
Steelworkers (USA)
Fisher Controls Co., Marshalltown,
23 ....
Iowa...................................................
Auto Workers (UAW) (Ind.)
24 . . . . .. Homestake Mining Co., Lead, S.D.. .
Steelworkers (USA)
25 . . . .. . American Cyanamid Co., Bound
Brook Plant, N.J...............................
Chemical Workers (ICW)
26 . . . ... Dana Corp., Interstate.........................
Auto Workers (UAW) (Ind.)
27 ... ... Continental Can Co., Interstate........
Steelworkers (USA)
28 ... . . Anchor Hocking Corp., Cincinnati,
O hio...................................................
Glass Bottle Blowers (GBBA)
29 ... ... Eaton Corp., Industrial Truck
Division, Philadelphia, Pa..............
Machinists (IAM)
30 ... ... General Electric Co., Chicago and
Cicero Plants, 111...............................
Sheet Metal Workers (SMW)
31 ... ... Garage Attendants Agreement,
Chicago, III. Area.............................
Teamsters (IBT) (Ind.)
32 ... ... Clark Equipment Co., Industrial
Truck Division, Battle Creek
Plant, Mich.........................................
Allied Industrial Workers (AIW)
All unions are affiliated with the
AFL-CIO except those
designated as (Ind.)
Clause
number
1 .......
2
3
4
5.
6
.
7.
8 .
9.
10
11
12
13
14
Wilson and Co., Inc., and Wilson
Pharmaceutical and Chemical
Corp., Interstate...............................
Meat Cutters (MCBW)
Firestone Tire and Rubber Co.,
Interstate...........................................
Rubber Workers (URW)
Milton Bradley Co., Springfield,
Mass....................................................
Retail, Wholesale and Department
Store (RWDSU)
Infants and Children’s Coat
Association, Inc., and Other, New
York, N.Y...........................................
Ladies’ Garment Workers
(ILGWU)
Allis-Chalmers Corp., LaPorte Plant,
LaPorte, Ind......................................
Auto Workers (UAW) (Ind.)
Crouse-Hinds Co., Syracuse, N.Y....
Electrical Workers (IE1EW)
ACF Industries, Inc., AMCAR
Division, Pa., W. Va., Mo...............
Steelworkers (USA)
Fedders Corp., Norge Co. Division,
Herrin, 111...........................................
Machinists (IAM)
Western Electric Co., Oklahoma City
Works, Okla.......................................
Electrical Workers (IBEW)
American Standard, Inc. , Louisville
Plant, Ky.............................................
Standard Allied Trades Council
(12 AFL-CIO and Ind. Unions)
Armco Steel Corp., Middletown,
O hio...................................................
Armco Employees Independent
Federation, Inc., (Ind.)
ITT Gwaltney,Smithfield, Va............
Teamsters (IBT) (Ind.)
Luggage Leather Goods
Manufacturers’ Association of
New York, Inc., N.Y........................
Leather Goods, Plastic and
Novelty Workers (LGPN)
Western Electric Co., Merrimack
Valley Works, North Andover,
Mass....................................................
Communications Workers (CWA)
Expiration date
September 1979
April 1979
April 1979
May 1979
November 1979
March 1981
March 1981
December 1977
August 1980
January 1978
July 1977
January 1979
April 1980
August 1980
72
October 1978
October 1980
March 1980
August 1978
August 1979
September 1980
August 1980
April 1979
August 1980
May 1979
December 1978
December 1979
February 1981
March 1980
August 1980
June 1979
July 1979
April 1980
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
Jno. H. Swisher and Sons, Inc.,
Jacksonville, Fla...............................
Retail, Wholesale and Department
Store Union (RWDSU)
General Tire and Rubber Co.,
Industrial Products Division,
Wabash, Ind.......................................
Rubber Workers (URW)
Gates Rubber Co., Denver, Colo. ...
Rubber Workers (URW)
Knitgoods Agreements, Cleveland,
O hio...................................................
Ladies’ Garment Workers
(ILGWU)
Affiliated Dress Manufacturers
Association, Inc., and 2 others,
New York, N.Y.................................
Ladies’ Garment Workers
(ILGWU)
Londontown Corp., London Fog
Rainwear and Outerwear Division,
Pa., Md., and Va...............................
Clothing and Textile Workers
(ACTWU)
Anchor Hocking Corp., Lancaster,
O hio...................................................
Flint Glass Workers (AFGW)
Massachusetts Leather
Manufacturers Association,
Peabody, Mass...................................
Leather Workers (LWU)
Associated Garment Industries of St.
Louis, Dress Branch, Mo. and 111. .
Ladies’ Garment Workers
(ILGWU).......................................
Libbey-Owens-Ford Co., Interstate .
Glass and Ceramic Workers
(UGCW)
Questor Corp., Spalding Division,
Chicopee, Mass.................................
Boilermakers (BBF)
Magma Copper Co., San Manuel,
Ariz.....................................................
Steelworkers (USA)
Sunbeam Corp., Sunbeam Appliance
Co. Division, Chicago, 111...............
Machinists (IAM)
Teletype Corp., Skokie, 111..................
Teletype Employees Industrial
Union (Ind.)
Thatcher Glass Manufacturing Co.,
Calif., 111., Ind., N.J., N.Y...............
Glass Bottle Blowers (GBBA)
Cluett, Peabody and Co., Inc., Arrow
Co. Division, Ga., Minn., Pa., Ala.,
N.Y................................... .................
Clothing and Textile Workers
(ACTWU)
Greater Blouse, Skirt, and
Undergarment Association, Inc.,
New York, N.Y.................................
Ladies’ Garment Workers
(ILGWU)
Kaiser Steel Corp., Steel
Manufacturing Division, Fontana,
Calif....................................................
Steelworkers (USA)
51 .......... Allied Underwear Association, Inc.,
New York, N.Y...............................
Ladies’ Garment Workers
(ILGWU)
5 2 ....... Cyclops Corp., Detroit Steel Corp.
Subsidiary, Empire-Detroit Steel
Division, Portsmouth, O hio........
Steelworkers (USA)
5 3 ....... Simplicity Pattern Co., Inc., Niles,
Mich..................................................
Graphic Arts (GAIU)
5 4 ....... Remington Arms Co., Inc., Ilion,
N.Y....................................................
Employees Mutual Association
(Ind.)
5 5 ....... Fieldcrest Mills, Inc., Columbus
Towel Division, Columbus, Ga.,
Phoenix City, Ala.........................
Clothing and Textile Workers
(ACTWU)
5 6 ....... Heinz U.S.A., H.J. Heinz Co.
Division, Pittsburgh, Pa..................
Meat Cutters (MCBW)
5 7 .......... Dresser Industries, Inc.,
Transportation Equipment
Division, Depew, N.Y......................
Steelworkers (USA)
5 8 .......... Western Electric, Inc., Omaha,
Nebr....................................................
Electrical Workers (IBEW)
5 9 .......... Cyclops Corp., Universal-Cyclops
Specialty Steel Division, Pa............
Steelworkers (USA)
6 0 ....... Phoenix Steel Corp., Claymont Plant,
Claymont, Del. .................................
Steelworkers (USA)
6 1 ....... Erwin Mills, Durham, N.C.................
Clothing and Textile Workers
(ACTWU)
6 2 .......... National Hand Embroidery and
Novelty Manufacturers
Association, New York, N.Y.
Ladies’ Garment Workers
(ILGWU)
6 3 ....... Outboard Marine Corp., Evinrude
Motors Division, Milwaukee, Wis.
Steelworkers (USA)
6 4 ....... Gulf Resources and Chemical Corp.,
The Bunker Hill Co., Kellogg,
Idaho .................................................
Steelworkers (USA)
6 5 ....... Industrial Association of Juvenile
Apparel Manufacturers, Inc.,
Greater New York A rea........
Ladies’ Garment Workers
(ILGWU)
6 6 ....... Diamond Fruit Growers, Inc., Hood
River, Ore........................................
Teamsters (IBT) (Ind.)
6 7 ....... Associated Coat and Brassiere
Manufacturers Association, New
York, N.Y...........................................
Ladies’ Garment Workers
(ILGWU)
6 8 .......... Seabrook Farms Co., Bridegton, N.J.
Meat Cutters (MCBW)
June 1979
June 1979
August 1979
November 1978
May 1979
November 1979
September 1980
September 1980
June 1979
October 1980
August 1977
July 1977
January 1979
August 1977
March 1977
August 1979
May 1979
August 1977
73
June 1978
August 1977
September 1977
August 1978
March 1978
March 1977
September 1978
August 1977
September 1977
July 1980
May 1976
June 1979
March 1981
May 1977
May 1979
June 1979
February 1977
February 1977
69 . . . .
70 ... .
71 . . . .
72 . . . . ..
73 . . . .
74 ... .
75 . . . .
76 . . . .
77 . ...,..
78 .... ...
79 . . . ...
80 . . . . ..
81 ... ...
82 ... ...
83 ... ...
84 ... ...
85 ... ...
Los Angeles Coat and Suit
Manufacturers Association, Los
Angeles, Calif....................................
Ladies’ Garment Workers
(ILGWU)
Borg-Warner Corp., Warner Gear
Division, Muncie, Ind.....................
Auto Workers (UAW) (Ind.)
International Harvester Co.,
Wisconsin Steel Works, Chicago,
111.........................................................
Progressive Steel Workers Union
(Ind.)
Pleaters, Stitchers, and Embroiderers
Association, Inc., New York, N.Y.
Ladies’ Garment Workers
(ILGWU)
General Tire and Rubber Co.,
Mayfield, Ky......................................
Rubber Workers (URW)
Gardner-Denver Co., Quincy, 111....
Machinists (IAM)
Gibson Products Corp., Gibson
Appliance Corp., Greenville
Products Corp., Belding Products
Corp., General Appliance and
Authorized Parts, Greenville,
Mich....................................................
Auto Workers (UAW) (Ind.)
Mirro Aluminum Co., Manitowoc
and Two Rivers, Wis........................
Steelworkers (USA)
Cone Mills Corp., White Oak Plant,
Greenboro, N.C................................
Clothing and Textile Workers
(ACTWU)
Samsonite Corp., Denver, Colo.........
Rubber Workers (URW )
Watsonville Employers Food
Association, Watsonville, Calif.. . .
Teamsters (IBT) (Ind.)
Microdot, Inc., Valley Mold and
Iron Co. Division, Hubbard, Ohio
Steelworkers (USA)
Johnson and Johnson and Ethicon,
Inc., North Brunswick,
N.J........................................................
Clothing and Textile Workers
(ACTWU)
The Torrington Co., Torrington,
Conn....................................................
Auto Workers (UAW) (Ind.)
Needle Trades Employers
Association, New Bedford,
Taunton, Fall River, Mass.,
Tiverton, R.I......................................
Ladies’ Garment Workers
(ILGWU)
Colt Industries Operating Corp.,
Pratt and Whitney Machine Tool
Division and Chandler Evans, Inc.,
Division, West Hartford, Conn....
Auto Workers (UAW) (Ind.)
Bucyrus-Erie Co., Milwaukee, Wis.,
Evansville, Ind..................................
Steelworkers (USA)
Koppers Co., Inc., Metal Products
Division, Baltimore, Md.................
Machinists (IAM)
87 ... . All-Steel, Inc., Aurora, 111..................
Boilermakers (BBF)
88 ... . Emhart Corp., Berlin, Conn...............
Machinists (IAM)
89 ... . Bulova Watch Co., Inc., Bulova
Systems and Instruments Corp.,
New York City and Nassau
County, N.Y......................................
Independent Production,
Maintenance, and Service
Employees Union of the Bulova
Watch Co. (Ind.)
90 ... . Spiegel, Inc., Chicago and Oakbrook,
111.........................................................
Teamsters (IBT) (Ind.)
Garment Industries of Illinois, 111.,
91 . . . .
Ind.......................................................
Ladies’ Garment Workers
(ILGWU)
92 ... . G.T.E. Automatic Electric, Inc.,
Northlake, 111.....................................
Electrical Workers (IBEW)
93 ... . Beaunit Corp. Elizabethton, Tenn. ..
Clothing and Textile Workers
(ACTWU)
94 ... . Dayco Corp., Southern Division,
Waynesville, N.C..............................
Rubber Workers (URW)
95 . . . . The Carborundum Co., Niagara
Falls, N.Y...........................................
Oil, Chemical and Atomic
Workers (OCAW)
96 ... . Addressograph Multigraph Corp.,
Euclid, O hio.....................................
Machinists (IAM)
Deere and Co., John Deere Horicon
97 . . . .
Works Subsidiary, Horicon, Wis. .
Machinists (IAM)
Davol, Inc., Providence, R.I...............
98 . . . .
Rubber Workers (URW)
99 ... . Auto Specialties Manufacturing Co.,
St. Joseph, Mich................................
Auto Workers (UAW) (Ind.)
100 .. . Simmons Co., Interstate....................
Upholsterers’ (UIU)
101 . . . Zenith Radio Corp., Chicago, 111. . . .
Independent Radionic Workers
(Ind.)
102 ... Hoover Co., Canton and North
Canton, Ohio.....................................
Electrical Workers (IBEW)
103 .. . .. Uniroyal, Inc., Interstate....................
Rubber Workers (URW)
104 .. . Dunlop Tire and Rubber Corp.,
Buffalo, N.Y......................................
Rubber Workers (URW)
105 .. . International Harvester Co.,
Production and Maintenance,
Interstate...........................................
Auto Workers (UAW) (Ind.)
106 .. . Western Electric, Inc., Hawthorne,
111.........................................................
Electrical Workers (IBEW)
8 6 ........
May 1979
March 1977
September 1977
February 1976
October 1979
April 1977
November 1980
July 1977
May 1978
March 1981
June 1979
August 1977
May 1979
May 1979
May 1979
February 1980
August 1979
74
October 1980
April 1982
April 1979
January 1980
February 1980
August 1979
April 1979
March 1977
April 1980
July 1979
June 1977
September 1977
January 1977
June 1977
October 1979
June 1978
April 1980
April 1979
June 1979
September 1979
August 1977
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
Armstrong Rubber Co., Interstate.. .
Rubber Workers (URW)
Kelly-Springfield Tire Co.,
Cumberland, Md..............................
Rubber Workers (URW)
Deere and Co., Iowa and 111...............
Auto Workers (UAW) (Ind.)
FMC Corp., Bearing Division and
Chain Division, Indianapolis, Ind.
Steelworkers (USA)
Greater New York Folding Box and
Display Manufacturers
Association, Inc................................
Paperworkers (UPIU)
American Hospital Supply Corp.,
Hamilton Industries Division, Two
Rivers, Wis.........................................
Carpenters (CJA)
Automobile Dealers Industrial
Relations Association of New
York, Inc., N.Y.................................
Auto Workers (UAW) (Ind.)
RCA Corp., Harrison and Edison,
N.J........................................................
Radio Communications
Assemblers Union, Inc. (Ind.)
Parke, Davis and Co., Detroit, Allen
Park and Rochester, Mich..............
Oil, Chemical and Atomic
Workers (OCAW)
TRW, Inc., Metals Division,
Minerva, Ohio...................................
Metal Workers Alliance, Inc.
(Ind.)
Armour and Co., Interstate................
Meat Cutters (MCBW)
Westvaco Corp., Container Division,
Interstate...........................................
Paperworkers (UPIU)
Copperweld Steel Co., Warren, Ohio
Steelworkers (USA)
Montgomery Ward and Co., Inc.,
Kansas City, Mo................................
Teamsters (IBT) (Ind.)
Jeep Corp., Toledo, O hio..................
Auto Workers (UAW) (Ind.)
American Motors Corp., AM
General Corp. Subsidiary, South
Bend and Mishawaka, Ind..............
Auto Workers (UAW) (Ind.)
Avco Corp., Avco Lycoming
Division, Oliver Street Plant,
Williamsport and Montoursville,
Pa.........................................................
Auto Workers (UAW) (Ind.)
Weyenberg Shoe Manufacturing Co.,
Milwaukee, Portage, Beaver Dam
and Waterloo, Wis............................
Boot and Shoe Workers (BSW)
White Motor Corp., White Trucks
Division, Cleveland, O h io............
Auto Workers (UAW) (Ind.)
Oscar Mayer and Co., Inc., Chicago,
111.........................................................
Meat Cutters (MCBW)
The Moore Co., Inc., Springfield and
Chicopee, Mass.................................
July 1979
128
June 1979
October 1979
129
September 1979
130
131
September 1977
132
133
July 1979
134
June 1980
135
December 1976
136
May 1979
137
138
May 1978
139
August 1979
140
July 1976
141
August 1980
142
July 1977
January 1980
143
144
June 1979
145
May 1977
146
147
December 1978
148
March 1980
149
150
June 1980
151
March 1980
75
Directly Affiliated Local Union
(AFL-CIO)
Century Brass Products, Inc.,
Waterbury Divisions, Conn............
Auto Workers (UAW) (Ind.)
Rexnord, Inc., West Milwaukee
Operations, Wis................................
Steelworkers (USA)
Aldens, Inc., Chicago, 111....................
Teamsters (IBT) (Ind.)
Cudahy Co., Cudahy Food Co.
Subsidiary, Interstate......................
Meat Cutters (MCBW)
The Rath Packing Co., Interstate....
Meat Cutters (MCBW)
Montgomery Ward and Co., Inc.,
Chicago, 111........................................
Teamsters (IBT) (Ind.)
Whirlpool Corp., St. Paul Division,
Minn...................................................
Teamsters (IBT) (Ind.)
Stackpole Carbon Co., St. Marys and
Kane, Pa.............................................
Electrical Workers (IUE)
Cyclops Corp., Empire-Detroit Steel
Division, Chicago, 111......................
Steelworkers (USA)
Dayton Tire and Rubber Co.,
Dayton, Ohio.....................................
Rubber Workers (URW)
NCR Corp., Dayton, O h io................
Auto Workers (UAW) (Ind.)
John Morrell and Co., Chicago, 111. .
Meat Cutters (MCBW)
Erwin Mills, Erwin, N.C.....................
Clothing and Textile Workers
(ACTWU)
The Babcock and Wilcox Co.,
Tubular Products Division, Beaver
Falls Works, Beaver Falls, Pa........
Steelworkers (USA)
Oscar Mayer and Co., Davenport
Plant, Iow a......................................
Meat Cutters (MCBW)
Avco Corp., Avco New Idea
Division, Coldwater Plant, Ohio . .
Steelworkers (USA)
Aeronutronic Ford Corp.,
Electronics Division, Lansdale
Plants, Mich.......................................
Auto Workers (UAW) (Ind.)
Westinghouse Electric Corp., Master
Agreement, Interstate....................
Electrical Workers (IUE)
Ladish Co., Cudahy, Wis....................
Machinists (IAM)
Oscar Mayer and Co., Madison, Wis.
Meat Cutters (MCBW)
Trico Products Corp., Buffalo, N.Y..
Trico Workers Union (Ind.)
Ford Motor Co., Interstate................
Auto Workers (UAW) (Ind.)
Joy Manufacturing Co., Franklin, Pa.
Machinists (IAM)
General Dynamics Corp., Stromberg
Carlson Corp., Subsidiary,
Rochester, N.Y..................................
Electrical Workers (IUE)
April 1979
April 1979
January 1981
August 1979
August 1979
August 1977
July 1979
October 1978
October 1980
April 1980
June 1977
August 1979
January 1979
August 1980
August 1979
April 1978
June 1979
July 1979
February 1979
August 1979
June 1977
September 1979
August 1980
October 1977
152
153
154
155
156 .
157 .
158 .
159 .
160 .
161 .
162 .
163 .
American Motors Corp., Milwaukee
and Kenosha, Wis.............................
Auto Workers (UAW) (Ind.)
Chrysler Corp., Airtemp Kentucky
Plant, Bowling Green, Ky...............
Auto Workers (UAW) (Ind.)
Western Electric Co., Inc., Buffalo
Works, N.Y........................................
Communications Workers (CWA)
Brown Co. and Brown-New
Hampshire, Inc., Berlin, N. H........
Paperworkers (UPIU)
Sun Shipbuilding and Dry Dock Co.,
Chester, Pa.........................................
Boilermakers (BBF)
True Temper Corp., Interstate..........
Steelworkers (USA)
Admiral Corp., Chicago, 111...............
Electrical Workers (IUE)
Eltra Corp., Interstate.........................
Auto Workers (UAW) (Ind.)
Zenith Electronics Corp. of Iowa,
Sioux City, Iowa...............................
Machinists (IAM)
Chicago Midwest Meat Association,
Chicago, 111........................................
Meat Cutters (MCBW)
SKF Industries, Inc., Philadelphia
Plants, Pa............................................
Steelworkers (USA)
General Motors Corp., Interstate . . .
Electrical Workers (IUE)
164 ..... Ford Aerospace and
Communications Corp.,
Refrigeration Products Division,
Connersville, Ind. Plant................
Electrical Workers (IUE)
1 65 ..... Metropolitan Container Council,
Inc., N.Y. and N.J.............................
Distributive Workers (DWA)
(Ind.)
1 66 ..... Kelly-Springfield Tire Co., Tyler,
Tex.......................................................
Rubber Workers (URW)
1 67 ..... Colgate-Palmolive Co., Jersey City
Plant, N.J............................................
Employees Association, Inc. (Ind.)
168 ..... Swift and Co., Interstate.....................
Meat Cutters (MCBW)
1 69 ..... McCall Printing Co., Dayton, Ohio. .
Graphic Arts (GAIU)
1 70 ..... Campbell Soup Co., Sacramento,
Calif.....................................................
Teamsters (IBT) (Ind.)
171 ..... New England Sportwear
Manufacturers’ Association,
Boston, Mass...........................
Ladies’ Garment Workers
(ILGWU)
1 72 ..... NCR Corp., Terminal Systems
Division, Ithaca, N.Y.............
Machinists (IAM)
173 ..... J. I. Case Co., Interstate............
Auto Workers (UAW) (Ind.)
September 1978
May 1977
August 1977
June 1978
January 1979
June 1978
September 1978
February 1980
April 1978
April 1979
March 1978
September 1979
76
The Bulletin 1425 series on major collective bargaining
agreements is available from the Superintendent of
Documents, U.S. Government Printing Office, Washing
ton, D.C. 20402, or from the BLS regional offices listed
on the inside back cover.
Bulletin
number
number
Title
Major Collective Bargaining Agreements:
1425-1 ........ Grievance Procedures
1425-2 ........ Severance Pay and Layoff Benefit Plans
1425-3 ........ Supplemental Unemployment Benefit
Plans and Wage-Employment Guaran
tees
1425-4 ........ Deferred Wage Increase and Escalator
Clauses
1425-5 ........ Management Rights and Union-Manage
ment Cooperation
1425-6 ........ Arbitration Procedures
1425-7 ........ Training and Retraining Provisions
1425-8 ........ Subcontracting
Bulletin
Title
1425-9 ........ Paid Vacation and Holiday Provisions
1425-10 ___ Plant Movement, Transfer, and Reloca
tion Allowances
1425-11 ___ Seniority in Promotion and Transfer
Provisions
1425-12 ___ Administration of Negotiated Pension,
Health, and Insurance Plans
1425-13 ___ Layoff, Recall, and Worksharing Pro
cedures
1425-14 . . . . Administration of Seniority
1425-15 ___ Hours, Overtime, and Weekend Work
1425-16 ___ Safety and Health Provisions
1425-17 . . . . Wage Administration Provisions
77
P ro d u c tiv ity
In d e x e s fo r
S e le c t e d
I n d u s t r ie s ,
1 9 7 8 E d it io n
This bulletin updates through 1977
indexes of output per employee for
the industries currently included in
the United States’ government pro
gram of productivity measurement.
Data are presented for these indus
tries:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Fill out and mail this coupon to
BLS Regional Office nearest
you or
Superintendent of Documents,
U.S. Government Printing Office,
Washington, D.C. 20402.
Make checks payable to
Superintendent of Documents.
' h U.S. GOVERNMENT PRINTING OFFICE : 1979
Iron Mining
Copper Mining
Coal Mining
Nonmetallic Minerals
Canning and Preserving
Grain Mill Products
Bakery Products
Sugar
Candy and Confectionery
Malt Beverages
Bottled and Canned Soft
Drinks
Tobacco Products
Hosiery
Sawmills and Planing Mills
Paper, Paperboard, and
Pulp Mills
Corrugated and Solid Fiber
Boxes
Synthetic Fibers
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Pharmaceuticals
Paints
Petroleum Refining
Tires and Inner Tubes
Footwear
Glass Containers
Hydraulic Cement
Structural Clay Products
Concrete Products
Ready-mixed Concrete
Steel
Gray Iron Foundries
Steel Foundries
Primary Smelting and
Refining of Copper, Lead,
and Zinc
• Primary Aluminum
• Copper Rolling and Drawing
• Aluminum Rolling and
Drawing
• Metal Cans
• Major Household
Appliances
• Radio and TV Receiving
Sets
• Motor Vehicles and
Equipment
• Railroad Transportation
• Intercity Trucking
• Air Transportation
• Petroleum Pipelines
• Telephone Communications
• Gas and Electric Utilities
• Retail Food Stores
• Franchised New Car
Dealers
• Gasoline Service Stations
• Eating and Drinking Places
• Hotels and Motels
i
Please send_________ copies of Productivity Indexes for Selected Industries, 1978
Edition, Bulletin 2002, No. 029-001-02241-7, price, $4.50.
■
□ Remittance is enclosed.
□ Charge to GPO deposit account n o .___
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Address_____________________________________________________________
City, State, and Zip Code______________________________________________
il
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Regions VII and VIII*
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