Improved Grievance-Arbitration System:
A Key to Better Labor Relations in the Postal Service
GGD-80-12: Published: Nov 28, 1979. Publicly Released: Nov 28, 1979.
- Full Report:
Approximately 578,000 Postal Service employees are covered by collective bargaining agreements between the Postal Service and four national unions. The grievance-arbitration system, established through collective bargaining, is a key element in labor relations within the Postal Service. Unfortunately, the grievance-arbitration system has become congested with grievances that have caused high operation and personnel costs.
The Postal Service has not been able to achieve effective management control of grievances for the following reasons: inadequate documentation of grievances; insufficient labor relations staffing and a lack of staff independence; inadequate grievance processing and labor relations training; inadequate communication of labor relations and contract information to local levels; a lack of grievance monitoring at the facility level; and a lack of accountability at the local level for labor relations problems. Although labor relations personnel were generally responsible for administering the grievance-arbitration system, the grievances themselves transcended organizational lines. The problems involved individuals and situations from all postal operations. Steps have been taken to improve labor relations training and to establish a grievance monitoring mechanism, but more needs to be done. At some postal facilities, it was observed that local unions were undercutting the effectiveness of the grievance-arbitration system by initiating and appealing unwarranted grievances, thereby creating an increased adversary relationship.
Recommendation for Executive Action
Comments: Please call 202/512-6100 for additional information.
Recommendation: The Postmaster General should: (1) require data collection guidelines and a form to focus supervisors' attention on the documentation needed to provide a basis for informed decisions; (2) adequately staff facilities with qualified personnel in order to resolve grievances in a timely and equitable manner; (3) require labor relations and grievance processing training for all line supervisors, managers, postmasters, and labor relations personnel; (4) require that grievance decisions provide the rationale for the decision; (5) use planned labor relations and grievance process evaluations to identify and correct facility level problems and contract administration deficiencies; (6) require facilities to use grievance control logs for tracking grievances through the system and for identifying problems; and (7) evaluate postal supervisors, managers, and postmasters on their labor relations performance and take appropriate actions, such as training or reassignment, when problems are identified.