Kaiser permanente labor management partnership

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On this basis, the UAW was handed seats on corporate boards and local officials took over the tasks of company foremen, disciplining workers for absenteeism, enforcing speedup and beating down the resistance of workers to job and wage cuts.

To increase income, therefore, Kaiser must reduce outlays, cut staff and services while increasing the exploitation of the existing workforce. The deadly consequences of decades of cost-cutting and the subordination of health care to corporate profit have been on full display during the pandemic. The leaders of the corporatist unions have also prospered. The California Nurses Association, which has 22, members at KP, remains, for the time being, outside of the labor-management partnership.

Labor Department. A recent survey of registered nurses at Kaiser found that 60 percent of them want to leave KP, and 42 percent say they are considering leaving the industry altogether because of their low wages and poor conditions. The near-unanimous strike vote by KP workers is part of a growing rebellion of health care workers in the US and around the world, which has been driven by the criminal response of capitalist governments to the pandemic and the subordination of public health to the profit interests of giant corporations.

Kaiser workers are prepared to fight for themselves and the lives of their patients. To unite KP workers to defeat the sellout contract and mobilize all , workers at the company to demand the necessary allocation of resources to meet their needs, new organizations of struggle, independent of the corporatist unions, are needed.

This requires a political fight against both big business parties to transform Kaiser Permanente and other corporate giants into public utilities, under the democratic control and collective ownership of the working class.

This will be a decisive part of the establishment of system of socialist medicine that will guarantee health care to all as a human right. Your name and contact information will not be shared publicly. Menu Search. Latest Profile. Contact About. No to Labor-Management Partnerships! Build Rank-and-File Committees! Read more. Contact us. Related Topics. At the same time, workers will struggle for change. While the employer anti-union strategy and tactics will continue, so will the struggle.

Labor history has taught us that from mass strikes, virtual civil wars in coalfields, lumber mills, railroads, agricultural fields, and more, the American traditions of union organizing have had waves that rival any nation on earth. Perhaps we are on the cusp of similar such waves in our history.

I think we can agree that based on both history and the complexity and difficulty of organizing, success will come over time. How long this will take, we cannot predict. And organizing is taking place in a very different world than during past times of union growth, which really has not occurred since the s! There is another dimension to organizing: what happens in the realm of collective bargaining once a union is established?

And even more important, what is a strategy for collective bargaining that will create sustained success for society as a whole? After all, many observers have suggested that a social contract did exist in the U. Clearly, upon closer examination that social contract excluded millions of women, people of color, and immigrants.

Sadly, just as women, people of color, and immigrants joined the ranks of the unionized base which enjoyed the benefit of the social contract late in that period, the nation began a serious and rapid decline in unionization and the security that went with it.

It was often said in the s that those who were last hired were the first fired. The factors which we most often attribute to this precipitous decline in both the size and density of the labor movement and the erosion of a semblance of security for American workers albeit in highly unequal erosion based on gender, race, and ethnicity, include:.

There is so much tragedy in this decline, because none of what was achieved by American workers was achieved without decades and decades of bravery and vision. I think most observers agree with the famous quote by A. Philip Randolph, who founded and led the Brotherhood of Sleeping Car Porters, the first major union of African Americans in the nation:. You get what you can take, and you keep what you can hold. If you can't take anything, you won't get anything, and if you can't hold anything, you won't keep anything.

And you can't take anything without organization. Back to collective bargaining and labor-management relations. Experience has taught us that the bravery and vision that created unions and the labor movement carries over to the bargaining table. The industry-wide agreements of the s to the s and s, often supported by various forms of government involvement and regulation really was a visionary period in American history.

Each and every collective bargaining event has its own forms of struggle, creativity, vision, advances and setbacks. Less well known and less understood is a decades long period of efforts in labor-management partnership from the s to s. It is in this context that I wish to suggest that the LMP at Kaiser Permanente with its longevity and success is the most important model we have of another essential component of rebuilding the social contract.

What is labor-management partnership? In my view, it is not labor peace; it is not a series of projects. One major and successful type of labor-management partnership has been in the realm of workforce planning and development, from early and continuing apprenticeship programs in the building trades and in manufacturing to more recent developments in joint efforts in new technologies and health care as examples.

There is yet another and most comprehensive realm of labor-management partnership which has an important history defined as follows:. Partnership involves workers directly and via their union representatives in a broad range of decisions, specifically, strategic and workplace-level managerial decisions, and not only decisions concerning terms and conditions of employment that are the normal purview of collective bargaining.

Kochan, Adler, McKersie, A. This above definition of Partnership incorporates a shared understanding by labor and management that the enterprise in which they operate contains within it the seeds of both mutual gain and mutual loss.

This definition of Partnership advances the collective bargaining relationship from negotiation over terms and conditions of employment and seeks to have labor and management jointly confront the many externalities which impact the overall relationship: technology, competition, finance, changing consumer demands, changing demographics, and emerging workforce challenges. This type of Partnership also welcomes the involvement of unions and employees into decision-making based on the long-standing belief in the inherent wisdom, knowledge, and experience of the workforce.

Decades of experience, research, and implementation of innovative work systems have proved that without the engagement of these attributes, problem solving is quite impossible.

Solutions to these many external problems require a deep sense of collaborative re-design of the way work and production unfold. Many enterprises recognized the need to implement whole systems change to be able to solve the existential threats of competition and technology.

Implementation of the Toyota Production System and Lean Management were attempted in many of these labor management settings.

In previous articles in this column, I have written about this history of labor-management partnerships in many industries. None have survived, not because the intentions were wrong or the methods insufficient. The perspicacity and perseverance of enlightened management and union leaders working towards partnership in specific organizations will likely not suffice to make partnerships widespread and sustainable phenomenon in U. This is especially true if the labor movement remains as limited in scope and power as it is today, since the option of escaping from union status is available to so many employers.

I recently had the opportunity to review recent developments of the Kaiser Permanente LMP with the help of statisticians and program leads within the LMP.

Here are some key findings:. The Kaiser Permanente LMP has established a consistent vision that is a shared vision: to make high quality healthcare affordable to all. That shared vision is carried out each day in work units in which a diverse group of frontline staff work together to choose improvement projects based on the unifying messages in the Value Compass:.

The labor-management relationship at Kaiser Permanente, one of the largest employers in the country provides a critical dimension that we should add to and consider profoundly as we think about organizing and the growth of worker voice and power in the nation. Inevitably, there will be some differences in interests, particularly with regard to pay and staffing levels.

But even those issues would benefit from looking at hard data on relevant comparable jobs and the cost of living, for example. The field of labor relations shows that the employment relationship is fundamentally a mixed-motive one: there are both zero-sum and win-win issues at stake.

Amazon and Starbucks should seize this opportunity to simultaneously improve their business and worker rights.