High Performance Work Organization Partnerships

To remain competitive in the global marketplace an organization must use every available resource-especially the insights and experience of front-line workers. In most organizations, however, the primary focus is a low-wage, offshore strategy.

The Global Marketplace

Since the early 1970's the global economy has been devastating to those unprepared to deal with its challenges, or take advantage of its opportunities.

HPWO Components

The IAM High Performance Work Organization Partnerships process works to build and strengthen both the IAM and the companies where our members work. Labor and management representatives use ten key components to guide the creation of their partnership. The understanding and fulfillment of these components, over time, will create a strong foundation. Then the partners can achieve their goal of implementing a new work system to save and create jobs, and grow businesses.

HPWO Ten Steps

There are ten steps that many workplaces have gone through when converting from a traditional top-down command and control work system to an HPWO Partnership. These steps are discussed below. It is important to keep in mind that some steps occur close together or simultaneously and not always in the exact order listed. Each HPWO Partnerships is unique and creates its own path to successful workplace change.

Roles of Union Leaders

The IAM HPWO Partnership process is a partnership between the IAM and the employer.  Therefore it is a requirement that the leaders in the partnership, representing the union, hold positions within the union.  Therefore, whatever position you hold in the union; servicing representative, Local Lodge officer, steward, shop committee, etc., if you have a role in enforcing the collective agreement at the work site, then you have a responsibility to represent the members in the HPWO Partnership process.  Below are two articles that provide more detail about the roles and responsibilities of union leaders and the duty of fair representation.

Roles and Responsibilities of Union Leaders in HPWO Partnerships

Introduction 

This document outlines the IAM position regarding the role of union leaders in High Performance Work Organization Partnerships. When implementing HPWO Partnerships, labor and management define a new approach to the way employees design, build, and deliver products and services, and, ultimately, the way employees do their jobs. These changes are made to achieve mutually-defined goals, such as business growth, good secure jobs, improved living standards for employees, and to benefit all stakeholders.

The Duty of Fair Representation and HPWO Partnerships

Introduction 

When the union, in partnership with management, jointly designs and implements new work systems, union leaders need to be sure that the union is fairly representing the members of the bargaining unit. This long-standing union obligation is known as the duty of fair representation.

Francais Introduction

Notre monde connaît des changements plus rapides et plus profonds qu' à tout autre moment de son histoire. La façon dont nous concevons et fabriquons les produits change. Le marché des produits et services change. Le nouveau marché mondial est en train de changer la façon dont les entreprises, les pays et des regroupements de pays abordent le commerce international.

Le service des partenariats dorganisation du travail a haut rendement de IAIMTA

Le président international, Tom Buffenbarger, a mis ce service sur pied au siège social de l'AIM en avril 1997. En réalité, cependant, les représentants de l'AIM oeuvrent à établir des partenariats depuis le début des années 1990.

PRINCIPALES COMPOSANTES DUN PARTENARIAT OTHR

Le processus de mise sur pied de partenariats d'organisation du travail à haut rendement élaboré par l'AIM vise à bâtir et à consolider non seulement l'AIM mais aussi les entreprises où nos membres travaillent.

Les dix etapes pour mettre en place un partenariat dorganisation du travail a haut rendement

Plusieurs milieux de travail franchissent dix étapes en décidant de convertir leur système de travail traditionnel, où la direction commande et contrôle tout, à un partenariat OTHR. Ces étapes sont présentées ci-dessous.