An inquiry into the industrial relations program of the Dairy Industry Industrial Relations Association

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Content AN INQUIRY INTO THE INDUSTRIAL RELATIONS
PROGRAM OF THE DAIRY INDUSTRY INDUSTRIAL
RELATIONS ASSOCIATION
A Thesis
Presented to
the Faculty of the School of Commerce
The University of Southern California
In Partial Fulfillment
of the Requirements of the Degree
Master of Business Administration
by
Kenneth J. Wolfe
January 1958
UMI Number: EP43517
All rights reserved
INFORMATION TO ALL USERS
The quality of this reproduction is dependent upon the quality of the copy submitted.
In the unlikely event that the author did not send a complete manuscript
and there are missing pages, these will be noted. Also, if material had to be removed,
a note will indicate the deletion.
Published by ProQuest LLC (2014). Copyright in the Dissertation held by the Author.
Dissertation Publishing
UMI EP43517
Microform Edition © ProQuest LLC.
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unauthorized copying under Title 17, United States Code
ProQuest LLC.
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This thesis, written by
KENNETH J. WOLFE
under the guidance of the Faculty Committee
and approved by all its members, has been
presented to and accepted by the Faculty of
the School of Commerce in partial fulfill
ment of the requirements for the degree of
MASTER OF BUSINESS ADMINISTRATION
Approved
#)'-> ' / > ) .
^ CL "
ACKNOWLEDGEMENT
The author wishes to express his thanks to Mr. J. D.
Rice, Manager of the Dairy Industry Industrial Relations
Associations for granting interviews and the use of the
Association files.
The author is grateful to Mr. Mark Whiting, Secretary,
Local 93* Dairy Employees, Plant and Clerical, for the
granting of interviews.
To all those Association members and staff and Union
personnel, the author extends a gratifying thanks for their
cooperation in open discussions on problems affecting the
industry.
TABLE OF CONTENTS
CHAPTER PAGE
I. THE PROBLEM AND DEFINITIONS OF TERMS USED..........1
The problem. . . .......... 2
Statement of the problem .................. 2
Importance of the study.......................2
Definitions of terms used. ........... 5
Association.................. 3
Employers. ................ 3
Regular employee . .......................... 3
Union. .................... 4
Agreement.............. 4
Organization of the study. ............ 4
II. CHARACTERISTICS OF THE INDUSTRY.................... 6
Size ................ ........ 6
Bargaining position............................ 7
Concentration of ownership . . . ... ............8
Geographical boundries ....... ........ 8
Kind of work 9 :
Types of skill ................. 10
Seasonal aspects of the industry ....... 10
III. THE LABOR ORGANIZATIONS.......... 11
Formation of individual unions .............11
Organizations of unions......................12
iv
CHAPTER PAGE
Negotiations committee...................... . 12
Industrial relations philosophy . . .......... 13
IV. THE EMPLOYERS* ASSOCIATION......................... 15
Bairy Industry Industrial Relations
Association . ...................... 15
Purpose ....... ........................ 16
Some by-laws. ........................ ... 16
Industrial relations philosophy ............ .19
Formulation of labor policy................... 19
V. PROVISIONS OF THE PRESENT CONTRACT................. 21
General conditions of the contract. ............. 21
i
Recognition of the union as the bargaining
agent....................................... 21
Union membership of employees and conditions
of employment.................. 22
Nature of liabilities and obligations of the
employer tinder the Agreement . 22
Investigations by authorized union represent
atives............ 22
Strikes and lockouts................ 23
Settlement of controversies ............. 23
Arbitration procedure......................... 23
Buration of the Agreement ............... 24
Specific conditions of the contract ....... 24
CHAPTER PAGE
Termination of employment and payment of
wages for terminated employment. ..... 24
Vacations. ..... ....................... 25
Uniforms and protective clothing ...... 26
Pay periods.................................. 26
Hours, shifts, and differentials ...... 27
VI. THE EVOLUTION Of THE WAGE SECTION ............ 29
Basis for wage rates.......................... 31
Wholesale distribution wage rates.............. 35
Retail distribution wage rates ......*• 34-
Plant employee wage rates. .......... 33
Conclusions.......................... 37
VII. EMPLOYMENT AND TRAINING POLICIES................ 38
Employment policies............................ 38
Sources........................ 39
Induction.....................................39
! Communist affidavits ............ 40
i
Personnel records. .......... ....... 40
Training policies.............................. 41
VIII. DEVELOPMENTS IN CONTRACT NEGOTIATIONS ..... 42
i
Negotiation of all labor contracts ...... 42
i
Teamsters Health and Welfare Fund............. 43
! Teamsters Pension Trust.................. 45
Other developments............................ 47
CHAPTER PAGE:
IX. OPERATING PROBLEMS AFFECTING INDUSTRIAL RELATIONS. 48 ;
Education.................................... 48
Setting of precedents ....................... 49
Time off for union business ......... 50
Re-hiring.....................................50 .
Promotions........................... 50
Sick leave.............................. 51
Check-off.....................................52
X. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS .... 55
Summary .......................................55
Characteristics of the industry ....... 55
. 4
Labor organization. ............. 55
The Employers' Association.................... 54-
Provisions of the present contract............ 55
Employment and training policies. ...... 55
Developments in contract negotiations ... . 56
Conclusions .... ......... 56
Recommendations............................. . 57
Analyze jobs in question...................... 58
Recruiting of employees ........... 59
Set up a standard to screen applicants. ... 59
t
Use a proper application blank. ............ 60
Use a selection test..................... 61
Use a standardized or patterned interview . . 61
vii
CHAPTER PAGE.
i
Your decision in selection. ..........63
BIBLIOGRAPHY................................ 64
APPENDIX...........'............................ 67
LIST OP TABLES
TABLE PAGE
I. Evolutionary Steps in Bringing All Labor Contracts
to the Same Termination Date— March 1 . ........... 44
CHAPTER I
t
i
THE PROBLEM AID DEFIIITIONS OF TERMS USED i
To inquire into the industrial relations program of
the dairy industry of Southern California is to inquire
into the industrial relations program established through
^the cooperative efforts of the Dairy Industry Industrial
i
Relations Association and the American Federation of Labor
Teamsters, Warehousemen, and Helpers. The Master Dairy
Agreement between these two parties serves as the model for
the entire industry in Southern California.
Thf^ success of this industrial relations program is
achieved through the following:
1. One central collective bargaining unit since the
formation of the Association;
2. Quick and peaceful settlement of grievances;
3. Mutual trust and confidence on both sides of the
collective bargaining agreement;
I
I 4. Mature collective bargaining due to the fair and
1
reasonable attitude exibited by both sides; and
j 5* Harmonious labor relations.
Therefore, this thesis is a survey of the industrial
relations program that has developed from the harmonious
labor relations established through the efforts of the
1 :
employers and the Union.
I. THE PROBLEM
\
' The purpose of this thesis is to show that harmon
ious relations can be acquired through the formation of |
i
'Employer and Employee Associations. These associations for
both groups can reach agreement, so that the Dairy Industry
t i
can function peacefully and remain an important part of the
economic life of the community.
Statement of the problem. It is the purpose of this
study (1) to peruse the industrial relations program of the
.dairy industry in Southern California, since the formation
of the Dairy Industry Industrial Relations Association; (2)
, » i
to present the present contractual agreement of the Master
Dairy Agreement; (3) to present the basic industrial rela
tions problems in the industry; and (4) to arrive at cer- |
i
tain conclusions concerning the industrial relations pro-
i
’ gram between the parties.
Importance of the study. Milk is one of the most
important foods used today. As it is generally known, milk
is the staff of life for babies and is consumed by most
! ______
| Facts and figures in this section credited to J. D.j
Rice, Manager, Dairy Industry industrial Relations Associ
ation.
human beings while growing to the age of maturity. Its use
in the family diet is a matter of personal choice after the
individual has attained the age of maturity. However, we
all use milk in some form in our daily diets. Therefore,
lit is necessary to have milk distributed evenly and uninter-
i i
rupted by strikes, lockouts, or work stoppages.
i
According to the National Dairy Association, approx-
1 i
imately $2,500,000,000 worth of milk and by-products are
2 ~ 1
sold each year in the United States. Iii Southern. Califor
nia the dairy industrysupports a large segment of the pop-
ulation. It is a very important part of the economic life
of those communities located in Southern California.
II. DEFINITIONS OF TERMS USED
Association.^ An abbreviated form used in referring
to the Dairy Industry Industrial Relations Association. ;
f
' 4 I
Employers. An abbreviated form used in referring (
Jto the members of the Association.
i Regular Employee.5 An employee who has completed
2
; National Dairy Association Report of 1955.
i ^Credited to J. D. Rice, Manager, Dairy Industry
Industrial Relations Association.
i
ninety days of employment.
i •
6 i
• Union. A term used to refer to the representatives
!©f the employees in the collective bargaining unit. I
! 7 •
' Agreement.' An abbreviated form used in describing j
Ithe Master Dairy Agreement or labor contract.
III. ORGANIZATION OF THE STUDY j
\ \
I ;
1 The first chapter is introductory in nature and
deals with the statement of the problem and the importance ■
of the study. To serve as a general background of the
study, Chapter II will contain a brief description of the
Dairy Industry in Southern California. Chapter III enumer-f
ates the nature, duties, and industrial relations philos- !
ophy of the labor organizations, and Chapter IV enumerates ;
the nature, duties, and industrial relations philosophy of
t
the Employers' Association.
Since the Master Dairy Agreement consists of two !
!
sections, Chapter V will cover the General Provisions
I
Covering all employees under the Agreement,_and Chapter VI
I
is confined to the evolution of wages in the Agreement for 1
!the following classifications of employment: (1) wholesale
5
distribution; (2) retail distribution; and (3) plant pro- ,
i
*
cessing of the product* These two chapters give the rules
under which the parties to the Master Dairy Agreement abide.
Chapter VII will deal with the employment and train
ing policies existing at the present time. Employment and
training policies as such are not too prominent in the
industry, but will be covered as it is felt necessary as
part of the industrial relations.program. I
i
Chapter VIII will be concerned with some of the dev
elopments that have come about from the cooperative indus
trial relations programming of the Union and Association.
All cooperative efforts do not run smoothly due to
the many problems that confront the groups involved.
Chapter IX will cover some of the problems confronting
the Association in the formulation of their industrial
relations program.
An analysis, summarization, and conclusion will be
made in the final chapter. Becommendations will be made I
! in regard to the more pressing basic problems discussed in
the previous chapters.
CHAPTER II I
CHARACTERISTICS OF THE INDUSTRY1
The dairy industry entrepreneurs vary in regard to
capital requirements. Some of the establishments are in- ,
, dividual ownerships with a minimum amount of capital, !
while others are multi-million dollar corporations. Its
t
labor turnover is not large due to the industry being a i
i
.year round operation; however, there is a large rate of
turnover in the ice cream operation since it is seasonal
and uses large numbers of female help.
Competition in the dairy industry is keen, since the
I
price of milk is set by state legislation. Therefore,
i
icompetition in its true sense is not apparent. The success
of the establishment is due mainly to the loyalty of its
customers and the quality of the product.
< Size. There are some eight thousand employees in.the
I
jdairy industry Association with an estimated additional
jeight thousand employees in dairy operations that are not
a part of the Association. These are small organizations
that automatically sign labor contracts with the Union
i ______ )
| ^ I
Unless otherwise indicated, facts and figures in
this chapter are credited to J. D. Rice, Manager, Dairy
Industry, Industrial Relations Association.
after the negotiations are completed with the Dairy Indus-
i
try Industrial Relations Association, There is 100% partic
ipation of employees as members of the Union; however,
there are no figures or estimates of dairy organizations
in this area that do not have employees in the Union, but
follow working conditions and wages of the Master Dairy
Agreement.
I
Bargaining; position. The bargaining position of the
industry is on a very high plane and as such commands a
great deal of respect from the labor organizations. This
is due mainly to the efforts of Mr. J. D. Rice, Association
Manager. His leadership and philosophy in the field of
l
industrial relations have brought the industry through
i
many trying periods and to a well organized and peaceful
group relationship. To eliminate negotiating contracts
at various times of the year with various unions in the
t
lindustry, Mr. Rice has been able to bring all contract ex-j
i :
Ipiration dates with various unions into one expiration •
i
period. The result has been two-fold.. First, negotiations
.are carried on with all unions at one time. Secondly, the,
« ■ - '
unions cannot use previous negotiated contracts in the i
current year with other unions as clubs. This will be
i
icovered further in another chapter.
! He.ither side has taken advantage of favorable busing
ess cycles. Both sides feel that these cycles are only a
temporary situation. This prevents either side from
indulging in petty retaliatory disputes.
According to Mr. Rice, collective Bargaining of the
industry and the Union pretty much conforms to the pattern
of the Rational Association of Milk Processors with vari
ances due to the local problems of the area. However, he
stressed that local bargaining of the two parties is inde-.
pendent of the National Association.
Coneentration of ownership. Although there are
approximately seventy-five to eighty employers who are
engaged in the production and manufacture of fluid milk
and its by-products in this area, it can safely be said
that concentration of industry ownership is in Los Angeles
County, where six of the largest producers and manufactur
ers of dairy products are located.
2
Geographical boundries. The Labor Agreement applies 1
only to those employers whose employees are eligible for
membership in the Union, located at plants or branches
situated in the counties of Los Angeles, San Diego, River
side, Orange, San Bernardino, Imperial, Santa Barbara,
Ventura, and any other territory mutually agreed upon by
o
Master Dairy Agreement 1955-56, Page 1; Article 1;
Section 1.
the parties of the Agreement. The dairy industry of
Southern California is engaged in intra-state commerce
and is therefore subject to the jurisdiction of the Labor
Code of the State of California.
Kind of work. For the most part, most of the work
is mechanized. The employees are engaged in the prepara-
tion, handling, and distribution of milk and milk pro
ducts. Generally the classifications of work are as
follows:
1. Wholesale route foreman, extra drivers, route
salesmen, and truck drivers, concerned with wholesale
delivery of dairy products to stores.
2. Retail route foreman, extra drivers, and route
salesmen— delivery of dairy products from house to house
at the retail level of the distribution system; and
5. Plant employees are those persons engaged in
the processing of milk, ice cream, and miscellaneous
classifications.
The kind of work in the three broad classifications
are more or less standard. However, the extent of stan
dardization will vary as to the size of the organization.
The larger the organizations are the more specialized
function the employee performs. The smaller organizations
may have an individual doing more than one classification
10
of work. However, in each, instance the employee is com
pensated by provisions in the contract discussed later.
Types of skill. It is generally understood in the
industry that skilled employees are those who belong to a
craft union or have acquired through special schooling the
skill necessary to perform their jobs. Semi-skilled em
ployees are those who through a series of progressive steps
are trained on the job to acquire a certain skill in per
formance of their job. Unskilled are those employees who
are used for an immediate function with no training nec
essary. All three types of skill are necessary in the
dairy industry.
Seasonal aspects of the industry. Certain phases
of the dairy industry are seasonal. As an example, the ice
cream phase has its peak employment during the summer
months when ice cream sales are naturally high. Generally
these peak seasonal periods affect the women employees who
do most of the packaging of ice cream.
However, in the fluid milk operation, the employ
ment picture is more stable since much of the operation is
done with automatic equipment. Male employees are essen
tially the only source of labor necessary and are the type
of individuals who wish an occupation with a future as
well as security.
CHAPTER III .
r
THE LABOR ORGANIZATIONS1
In 1936 the charter for organizing the Teamsters was
secured from the International Union of Teamsters, A. F. of
L. At that time all workers in the dairy and ice cream ,
production were in one organization. It included all of
the craft employees as well as teamster employees.
The Union was and still is autonomous as long as
there is no violation of the International Constitution.
Formation of individual unions. As each group of
employees under the original charter grew in number, they
secured their own charter from the International.
Their reasons being that they wished to gain indiv- !
iduality, inasmuch as their membership would be made up of ’
employees working in the same work classification. They \
'felt that they would be better represented if they were ■
members of their own local where their problems were common
I j
to all. With the help of the original organization, each
I i
jof the present labor organizations participating in the
Unless otherwise indicated, facts and figures in
,this chapter are credited to Mark Whiting, Secretary,
Local 93* Dairy Employees, Plant and Clerical.
12
Dairy Agreement secured their charters.
Organization of unions. Each union elects annually
from the membership, its officers and business agents*
The Secretary and business agents are full time
employees of the Union and all other officers of the Union
serve only at regular meetings or special meetings which
are called upon advice of the Secretary.
Negotiations Committee. The Negotiations Committee
is an informal committee selected from the various unions
who are parties to the Dairy Agreement. After many at
tempts to arrive at the correct number of members, to meet
with the Association to bargain for a new contract, it was
decided that negotiations would be done by five members.
There are no elections held to select the Negotia
tions Committee. The members are appointed from the vari
ous Secretaries of the unions. One member from the Plant
Clerical workers, one member from the wholesale drivers,
one member from the retail drivers, and one member each
from two other areas other than Los Angeles County.
An Advisory or Executive Committee is elected from
the membership of each union. This Advisory Committee has
i
the responsibility to help formulate the policies for
collective bargaining, such as wages, hours, and working
i
conditions. The policies formulated by the Advisory
Committee of each, union is then forwarded to the Negotia
tions Committee.
The Negotiations Committee, upon receipt of the pol
icies from the various union, consolidate into a master
policy these individual collective bargaining policies.
Any points of wide variation are returned to the Advisory
Committee with a compromise to be accepted or rejected.
After all the points of difference have been ironed out,
the Negotiations Committee is prepared to proceed with
negotiations with the Association.
It is interesting to note here that this procedure
is followed while negotiations are in process with the
Association. After negotiations have reached the point
where the Negotiations Committee feels that it has arrived
at a reasonable agreement with the Association, it is sent
back through the same channels to the union membership for
acceptance or rejection. If rejected, either a counter
proposal or strike vote is returned to the Negotiations
Committee.
Industrial relations philosophy. The sucess of the
dairy workers negotiations has been primarily due to the
sound personal industrial relations philosophy of Mr.
Whiting, who has informally headed the Negotiations Commit
tee since the formation of the Dairy Workers Local. Mr.
14
Whiting is largely responsible for the welfare of thousands
of dairy employees. He enumerated the following philosophy.
Honesty in negotiations as well as after the agree
ment has been accepted. If you get a bad break, live with
it, and come up with a solution satisfactory to all, Do
not take advantage of a situation that puts the other side
on the defensive.
After the agreement has been accepted by both par
ties, apply rigidly all terms of the contract and to penal
ize its own members for violations. The penalty keeps all
those under the contract from individually excluding them
selves from the agreement.
Consult with the other party before filing a claim
of violation of the contract. This habit makes for closer ■
cooperation at the collective bargaining table. This elim
inates the possibility of filing for arbitration over in
consequential matters and builds confidence in the contract
and its interpretation. ,
When there is a legitimate grievance have a standard
grievance procedure. With a good grievance procedure
both parties are willing to accept the decision or compro-
i
mise and abide by it in good faith. A grievance procedure
that is not accepted by either party is the first step in
disintegrating the cooperative industrial relations pro-
i .
gram of the Union and the employer.
CHAPTER IV
THE EMPLOYERS' ASSOCIATION1 !
Dairy Industry Industrial Relations Association.
1 The formation of the Association and its activities was !
i
due to the informal group negotiating labor contracts in !
the year 1937* At this time three or four of the larger
employers in this area banded together to negotiate agree-;
i
ments with the Union satisfactory to all. The present I
Association is an organization that is non-profit in nature
and grew to its present size from the nucleous group in
the previous sentence.
As a result of these combined efforts of the afore
mentioned group, it eliminated the possibility of the
Union pitting one employer against another for higher
wages and better working conditions. ;
Gradually the Association grew in membership until
at the present time there are thirty-three members. It is;
interesting to note, that there has never been a formal
drive for new members, each new member voluntarily joins
Unless otherwise indicated, facts and figures in
;this chapter are credited to J. D. Rice, Manager, Dairy
■Industry, Industrial Relations Association.
16
the Association. If at any time the member wishes to drop
from the Association he may do so upon written notice.
The membership is made up of large, medium, and some small
employers, which makes a good cross section of the indus
try. This helps the membership to measure the effects the
negotiations will have upon the industry.
2
Purpose. The purpose of the Association is to han
dle the industrial relations of its members in connection
with any labor unions with which any of the members may
have collective bargaining agreements.
This includes the determination of membership policy
and action in such matters as negotiation of labor ciontracts
and assistance in the settlement of labor controversies.
The principal purpose, however^ is to promote and encourage:
sound and friendly relations between the employers and em
ployees through their union representatives. A major ob
jective of the Association shall be to work with the mana-
i
ger to establish greater uniformity of practices and poli
cies in the handling of labor relations, contract negotia
tions, and interpretations.
x
Some by-laws. The principal office for the trans-
1 2
Articles of Incorporat ion and By-Laws of the Dairy
Industry^ Industrial Relations Association, pp. i.
^Ibid., pp. 2-6.
action of Association business is fixed at 74-0 South West
ern Avenue, Los Angeles, California.
The annual meeting will be held in the month of Jan
uary of each year. Further meetings may be held at such a
time and place as shall be designated by the Manager at
the request of the Chairman, or by five members. Members
shall be given five days notice of all membership meetings.
A quorum shall consist of a majority of the active
members, and a quorum being present, action may be taken
upon the affirmative vote of those present.
At the annual meeting the Board of Directors are
elected for one year. There shall be at least twelve mem
bers and not less than fifteen members elected from the
membership. The directors shall be members of the Assoc
iation or representatives thereof. Selected from the Board
of Directors there shall be a Chairman, a Vice Chairman,
and a Secretary-Treasurer for the Association membership.
The Manager of the Association shall be employed by
and serve at the pleasure of the membership, He shall
administer the affairs of the Association. Under the dir
ection of the Board of Directors in accordance to the pur
poses and By-Laws of the Association setforth. The Mana
ger's function shall be generally advisory as described in
!
the purpose and By-Laws of the Association.
The Negotiations Committee for each negotiation shall
18
be selected by the Board of Directors, and the Negotiations
Committee shall serve the pleasure of the Board of Direct
ors . The Committee shall he limited to members of the As
sociation except that the Manager shall he an ex-officio
member of all Negotiations Committees. The Committee shall,
represent the entire membership or portion of members in
volved in the particular negotiations, rather than acting
as individuals. No member of the Association shall negoti
ate industry contract changes independently of the Associa
tion as long as he is a member.
Dues and assessments shall be paid in advance quart
erly. Dues shall be a fixed sum, while assessments will
vary from time to time (so much per union employee) so as
to provide only a sufficient income to defray operating
expenses and to maintain a reasonable reserve fund.
Expenditures of the Association funds shall be made
only upon the approval of the Board of Directors. Such
approval may be in the form of a budget approved in advance
for a stated period of time.
Expulsion of members of the Association shall be
given by written notice thirty days before the next meeting.;
The written complaint must indicate any guilt or act prejud
icial to the character and interest of the Association, or ;
contrary to the By-Laws. If the charges are sustained by a
two-thirds vote of the membership, after a full hearing,
" ..... “... 19
sentence is passed and executed, and such action shall he
final•
Industrial relations philosophy* The Association is
guided by an industrial relations philosophy that has
i
iserved successfully and gradually increased the integrity ,
of the Association where there is a harmonious bond with
the Union. It is simply (1) to negotiate a contract !
i ;
acceptable to the Union and employers; (2) after acceptance
by both parties, educate how the agreement works; and (3) 1
help both parties to live up to the agreement.
Formulation of labor policies. Members of the Assoc
iation are from various cross sections of the industry.
i
Some of the members are in many phases of the industry—
from small, medium, and large concerns, while some of the 1
employers participate in only one phase of the dairy indus
try. But through this cross section many of the problems
l
and interests of the industry are brought together, and ;
! I
eventual labor policies of the association are decided upon
and later followed in negotiations. *
Mr. J. D. Rice recently stated the following:
Even with the variation in size, there is no ,
one member who dominates the Association. Decisions on
labor policies are made through group effort and the j
; group can be swayed by the personal integrity of the
i individual whether he might own or represent a small I
20
4 '
concern or a large one.
However, it seems apparent to the author that the 1
larger organization could influence the thinking and deci
sions on labor policies since they do have the majority of
the labor problems. The Negotiations Committee is gener
ally made up of those concerns who can afford to have one
man working with the Association the year round on negotia
tions. This does not mean that the smaller concerns in the
industry cannot have an individual on the Committee, but
due to the economic factors involved in keeping an individ
ual in this capacity, they usually do not. Therefore, it
can safely be said that the larger organizations do have
the major responsibility in shaping the labor policies of
the Association.
|
l
! IL
j Statement by J. D. Eice during interview of April 6,
1956. . j
CHAPTER V j
I
I
PROVISIONS OP THE PRESENT CONTRACT1
i
f
The Master Dairy Agreement consists of two sections:'
(1) the general and specific agreements of conditions for
all employees covered under the Agreement; and (2) the
wage section under the Agreement covers those employees ;
i !
involved in wholesale and retail distribution of dairy j
i >
products as well as those employees engaged in the pro- !
cessing and packaging of the product.
j
I. GENERAL CONDITIONS OP THE CONTRACT
i The general and specific conditions of the contract :
will be covered in this chapter. The wage section and its !
evolution for each of the three groups of employees will
be covered in the next chapter.
t
Recognition of the Union as the bargaining agent.
The employers of the Association recognize the Union as the
sole bargaining agent for the employees working itethb‘ Class-~
i
ifications covered under the Agreement.
j Unless otherwise indicated facts and figures are
taken from the Master Dairy Agreement of 1955-56, pp. 1-4. ,
Union membership of employees and conditions of em
ployment, The employer agrees to employ only persons who
are members in good standing with the Union and to obtain
employees through the Union, As a condition of employment,
all employees are required to remain in good standing with
their unions. Discrimination against any employee for
union membership or activity is prohibited.
When the employer is seeking additional employees he
will notify the Union. The Union will, to the best of their
ability, supply such additional help as is needed within
twenty-four hours. After this time interval the employer
has the right to obtain the additional employees from any
other source available at the rates specified in the Agree
ment. Before any employee is allowed to begin work, he
must clear with the Union and make application for member
ship within thirty days if not already a member -of the Union .
Nature of liabilities and obligations of the employer
under the Agreement. Union members are prohibited from
entering into any individual contract or agreement with the
employer which is in violation of the contract.
Investigations by authorized Union representatives.
The employer will allow authorized Union representatives on
the premises to investigate the standings of all employees,
to investigate conditions, and see whether the terms of the
Agreement are being observed.
Strikes and lockouts. Under the present contract,
there will be no strikes or lockouts authorized either by
the employer of the Union during the duration of this
contract.
Settlement of controversies. 2?he first step in
settling most controversies is to have them settled at the
time they happen between the Union representatives and
employer. If a settlement cannot be reached between the
parties, then a conciliator satisfactory to both represent
atives of the Union and employer may be appointed for the
purpose of reconciling the differences between the parties.
Arbitration procedure. If the controversy cannot be
settled through the facilities of the conciliator then
either party may require that the controversy be submitted
to arbitration by an arbitration committee. The arbitra
tion committee shall consist of five members; two members
from the Union, two members from the employers, and a fifth
member who shall be neutral to be selected by the four
representatives named above. 2?he fifth neutral member
shall preside as chairman of the committee.
I
| Within five days the arbitration committee shall hold
hearings and determine the facts involved in any controver-
24
sies. The committee must make a decision within five days
and shall furnish both parties with copies of the decision.
The agreement or decision shall be binding on both parties.
Duration of the Agreement. The Agreement is nego
tiated on a year to year basis. Either party may reopen
the contract for negotiations by giving not less than sixty
days notice in writing prior to the annual anniversary date.
However, if abnormal changes in living costs or econ
omic conditions in the dairy industry arise, then either
party upon sixty days written notice to the other party,
may request opening of negotiations to adjust wage rates
covered by the Agreement only.
II. SPECIFIC CONDITIONS OF THE CONTRACT
Under the Agreement at present there are certain
specific conditions which cover the employees within the
contract. These conditions are fringe benefits which the
Union and employers feel the employees are entitled to.
Termination of employment and payment of wages for
terminated employment. Regular employees or the employer
shall give one weeks notice in terminating employment.
One weeks notice shall not include vacation.
If the employee fails to giveone weeks notice to his
25
employer, provided for in the Agreement, he shall be paid
for time worked and shall forfeit all other benefits to
which he might be entitled. Should the employee be dis
charged for dishonesty or violation of company posted rules
he shall also forfeit benefits to which he might be entitled.
If the employer, in terminating employment, does not
give one weeks notice, except in cases of discharge, he
shall pay the employee one weeks wages.
Vacations. It is the philosophy of the employers
and the Union, that those employees who are faithful to
their Jobs and duties should be rewarded with a vacation
according to a progressive scale.
All regular employees covered by the Agreement shall
be entitled to one weeks vacation after one year of contin
uous employment, two weeks vacation after two years of con-,
tinuous employment, and three weeks vacation after ten years
of continuous employment.
In case of termination the employee shall beeeiititled
to a pro-rated vacation according to the Agreement. This
pro-rated vacation shall be calculated on the following
basis: one sixth of a weeks vacation pay for each thirty
days over six months since the last anniversary date of ■
employment, after the first year of employment. After the
! I
second year of employment the employee shall be entitled to
26 -
one twelfth of two weeks vacation pay for each thirty days
of employment since the last anniversary date of employment,'
In the case of severance after ten years of employment, the,
employee shall he entitled to one twelfth of three weeks
vacation for each thirty days of employment since the last
anniversary date of employment.
Uniforms and protective clothing. The employees
shall keep themselves in a neat and clean condition at all
times and while on duty shall wear such uniforms as speci
fied by the employer. Uniforms shall be furnished by the
employee, bpt any insignia or advertising required by the
employer shall be paid for by the employer. Any protective
clothing, necessary for the employee, shall be furnished by
the employer.
Pay periods. Employees shall be paid on a two weeks
basis. The actual payment of wages will not be later than
seven days following the end of each two week period. Any
amounts due the employer because of purchases or shortages
may be deducted from the employee's pay.
The employees' check must have a remittance advice
which shall show regular pay, overtime, holiday pay, social
! i
security, et cetera, also any other deductions agreed upon ;
between the employer and the employee. ,
Hours, shifts, and differentials. All employees
under the Agreement are required to report to their posi
tions properly dressed at a predetermined time set by the
, i
employer, to work eight hours in eight and one half hours, j
Employees whose regular scheduled working hours fall
.between the hours of six P.M. and six A.M. shall be compen
sated with a ten cent bonus for hours worked after six P.M.
and before six A.M.
Those employees working more than eight hours a day I
or forty hours a week, shall be compensated at one and one
half time their regular rate. Also, if an employee is
required to return to work within twelve hours after com
pleting the regular straight time hours on any shift, he
shall be paid at one and one half time for all hours
worked on that shift.
Any employee required to take off more than one hour
in nine hours is considered on a split shift and shall
receive fifteen cents per hour more than his regular rate.
A relief employee shall receive seven cents per hour
for the shift relieved if he works on different shifts
three or more days per week.
The provisions in this chapter have been opened each
f
f * :
year in the past; but since these provisions are usually
incorporated in the new agreements each year in their
emtirity, the Association and Union have just recently
28 '
I
signed a two year agreement on these provisions, so that
i
negotiating will be on the wage structures which are j
covered in the next chapter.
CHAPTER VI
THE EVOLUTION OF THE WAGE SECTION1
The wage section of the Agreement, which has been
renewable once each year, is in three major divisions: (1)
wholesale distribution wage rates; (2) retail distribution
wage rates; and (3) plant wage rates. At the time of
writing this thesis, the industry has just signed a two
year agreement on wage increases for the above categories.
One increase is to be effective from March 1, 1956 to Feb
ruary 28, 1957* and the second increase is to be effective
from March 1, 1957 bo February 28, 1958*
Since the first contract was negotiated in 1937,
wages in the industry have steadily increased with the
exception of the period during World War II, when wage
stabilisation was in effect by the government. After the
I
Wage Stabilization Act was removed, wages in the dairy
industry moved rapidly upward, which was the general picture
of all wage negotiations in other industries.
It is interesting to note that beginning with the
Unless otherwise indicated, the facts and figures
in this chapter are credited to the files of the Dairy
Industry, Industrial Relations Association.
!
first wage negotiations in the dairy industry, there was a
differential of nineteen per cent between the top job class
ification and the lowest job classification. Because of the
’ ’across the board" increases which have been prevalent
since 194-6, this percentage has now decreased to about a
2
seven per cent differential. In the contract negotiations
just completed, the industry, through the Association and
the Union, negotiated wage increases under the pre-war
percentage method to try and off set this decrease in wage
differentials. As a result of returning to this method,
all parties concerned felt that after several years, the
differential, which was prevalent prior to 194-6, will once
again be in effect.
Ihe first contracts negotiated from 1937 to 194-5 were
negotiated individually in the various locations where
dairy operations were located. However, due to an incident
in 194-5» a small union membership of the Teamsters Dairy
Workers Union, negotiated a contract with the producers in
San Diego, California in which they received ten cents an
hour more in wages than the larger union organization in
Los Angeles, California. It so happened that these producers
In San Diego were, in the most part, subsidiaries of the
?
| Statement by J. D. Rice, Manager, Dairy Industry
Industrial Relations Association.
parent companies in Los Angeles. As a result the Assoc
iation and Union upon common agreement negotiated the first
'Area Agreement on working conditions and wages in 194-6,
which took in all locations where agreed upon by the Assoc
iation and Union.^
When the first agreement on an area basis was nego
tiated, there was a problem confronting the Negotiating
Committees. This problem was the variuous wage structures
that had been established by the previous contract nego
tiations. To remedy this, they set up "country rates5 ,'"
which was merely a method of allowing the difference in
wage structures to stand temporarily in each location.
However, they gradually brought these variations in rate
structures into line with the Area Agreement. By starting
with the lowest wage rates over a few years they brought
all rates or wage structures into line with the Master
4 i
Dairy Agreement. At the present time there is only one
set of wage rates in each major division for every location
covered by the contract.
I. BASIS FOR WAGE RATES5
Every company or industry generally has a hasic
series of policies for the setting of wages and differen
tials. The purpose of a general wage policy is tbieTimihate
any misunderstandings among employees and employers as to
the criteria of wage rates.
The basis for all wage rates within the agreement
are as follows;
1. Length of expected employment on the job;
2. Responsibilities; and >
5. Degree of company representation.
Due to the variations in the types of occupations in
the industry, the term of employment in each classification
will vary as to the type of activity performed by the
employee.
Secondly, the amount of responsibility required of
i
the employee comes into play with regard as to whether the
acts or actions of the employee might possibly increase or
decrease the employers' position in the eyes of the com
munity.
i
| Last of all how much of the employees' time and
effort is spent dealing directly with the consumer as a
representative of the employer.
All three of these factors have a great deal of ihfit^
ence in setting wage rates for the employee. The legotia-
I
ting Committees have agreed that bracket one of the plant
33
employees, wholesale employees, and retail employees have
about equal responsibilities in respect to honesty, integ
rity, and giving the community the type of product that
will keep the employer in high esteem.
II. WHOLESALE DISTRIBUTION WAGE RATES
It is agreed that the wholesale distribution of
dairy products is the greatest source of revenue for the
dairy organization, since the greatest volume of business,
both in dollar value and product comes from this source.
Due to this greater volume of business, the employee is en
trusted with responsibilities above the retail distribution
employee or plant employee.
‘ ^he wholesale employee is the only representative of
the employer that the customer sees or has dealings with.
The individual collects, charges, and delivers large "amounts
of products for the employer as well as being entrusted
with funds due the employer from the customer. The employee
has to deal with the customer for the best display places
i
for his employer as well as being a salesman. The indiv
idual working in this type of operation must be of strong
personality traits and agressive, but not to the point that
i
the customer will become beligerent and remove the employers ’
! *
products from his establishment.
Finally, there are two other influences which ten to
raise the wage rates above that of the plant worker. The >
: !
law of supply and demand for this type of employee is pre- :
valent. This type of employee is in great demand in other
wholesale industries such as food, liquor, beverage, and
many others. The second factor is the life expectancy on
the 30b. It can be safely estimated that the occupational
life of these employees is around fifteen years, due to the
i
heavy volume of product being moved and having to work in
variable conditions of heat and cold. This tends to tear
the physical condition of the individual down so that he is
unable to continue doing as good a job as when he started
in this occupation.
III. RETAIL DISTRIBUTION WAGE RATES
I
Retail distribution is another source of revenue to !
the dairy employer. However, the amount of revenue is not
as large as in the wholesale activity. This is due largely
i
to the fact that these employees do not deliver as large a ;
I i
yolume to each customer as wholesale employees do to the
customer. The retail employee delivers so many units of
product to each customer, door to door, as requested. Many;
pf his customers see him only when it is time for them to
1 [
I ft !
I Credited to J. D. Rice. Also William Hughes, |
Business Agent, Route Salesman, Wholesale, Local #848, A.
R. of L. Teamsters.
pay the bill for items received at predetermined intervals.
Therefore, there is very little opportunity for salesman- ,
ship and there isn't any need for display activity.
i
The volume of sales in this type of distribution is :
mainly attributed to the integrity of the employee dealing
with the customer, and secondly the preference of the cus
tomer for the products of the retail employees company.
The occupational life of the employee in retail dis-
I
tribution is lengthened to some extent, due to the fact
that the volume of product or the size of orders are not
as large as those of the wholesale employee. If is apparent
when a comparison is made. It does not take as much phys
ically to deliver one unit of product, as it does t©•deliver
1,000 units of product to each customer on an average route
daily*
j IV. PLANT EMPLOYEE WAGE RATES
Wage rates of plant employees are based strictly
'upon ability and responsibility in doing a given.job. 1
As was stated previously in this chapter, bracket
i I
one occupations were the measuring device for setting of
wages for each of the broad classifications covered under |
I
bhe Agreement. Those occupations falling under this i
i
(bracket, are those that have to do with making the product,
mixing ingredients for the product, and quality control of
3 6
the product. Thus, these employees have a great deal of
responsibility to the employer to make the type of product
that will ultimately build the reputation for the employer
to stay in business.
Should an error be made in making the product to the
prescribed standard and ultimately get into the customers1
hands and used, the consequences might be disastrous. The
public could, through "back yard gossip," cause the sales
to drop; there could be investigations made by local and
state dairy agencies which might ultimately cause the em
ployer to go out of business.
Upon this basis the Union and the Association devel
oped the bracket levels of one through six. Since bracket
one was considered the top job inability, each of the others
decreases in ability as to the type of duties. It was
reasoned that the degree of responsibility in each bracket
would be commensurate with the given ability necessary for
each level or bracket.
The foremen under the contract are placed in a separ -
ate category since their duties are comprised of supervis- ,
bry activities. Their responsibilities are of such a nature
that they have a responsibility to the employee as well as
< '
the employer. Generally, foremen in any organization are j
exempt from participation in union activities, but under
common agreement between the Union and the Association,
37
these employees remained under the contract.
I
V. CONCLUSIONS '
It is apparent that the wage rates as worked out by
the Association and the Union Negotiating Committees are at
the going rate. See X, Appendix A, Comparable Wage Eates— « ■
Western Sales Contracts, 1955-56* and Appendix B, Wage
i
Rates— Teamsters Unions. Here it can be seen that the wage
structure of the Agreement is relatively the same if not a
little higher in some respects than the teamsters' struc
ture.
The Association feels that the wage rates sMould keep
pace with the cost of living. This is seen in Appendix C,
Increases in Hourly Eates for Dairy Industry Teamsters and >
Appendix D, Wage Increases for Plant Employees. Wage
increases have been well ahead of the Bureau of Labor Sta- ,
tisties Cost of Living Index.
f
»
CHAPTER VII
EMPLOYMENT AND TRAINING POLICIES1
i
J
I. EMPLOYMENT POLICIES
As agreed upon by both the Union and the employers, ,
• t
the vast majority of all help comes through the Union.
i
Employment policies as such do not exist in the industry.
No official job analysis, job description, job specifica-
i
tion, or time and motion studies as job standards are used
by the Union in placing its members on the job. Both
parties know the duties of each classification and this
understanding prevails without incident. In case of dis
pute, the parties study the job content and come to an
agreement on the proper classification and wage.
Job evaluation has a definite place. Wages revolve
around the bracket one classification which are those
i r
employees involved in preparing, mixing, and quality control
of the many dairy products that are consumed by the public.
t
i „ i
Their particular talents are in great demand as it takes
‘ considerable time to train an individual so that he is com-
i
petent in his job.
^acts and figures in this chapter are credited to
r.Jhjting,-Secretary, Teamster Dairy Workers, Local 93» k.
Sources, The Unions get their members by (1) organ-
, I
izing the unorganized; (2) admitting those from employers j
who are signatories of the present Agreement; and ($)
transfer from other unions of teamster affiliation outside
i
the areas covered by the Agreement.
There are no examinations for any classification,
since bidding is the primary method of upgrading into a
higher classification. It is felt that through this method
of upgrading a more stable work force is the end result.
Before organizing the unorganized, the leaders of the
local study the habits and backgrounds of the workers to
determine the desirability of their membership.
Since the union hiring hall is not the only source
of potential employees for the employer, there is a minor
ity group of employees admitted to the Union after securing
employment in the dairy industry. These employees must
t
I
report to the Union and secure clearance before starting to|
work. They are then given thirty days to pay the initiattLbn
fees and be sworn in as members of the Union.
i Induction. The prospective employee gets from the
» i
office of the local a clearance card showing he has paid
i \
his dues which he shows his prospective employer. At the i
\
same time he is given copies of the Master Dairy Agreement,!
and the constitution and by-laws of the International
■ ' 4 - 0
.Union. He is briefed on his obligations to the:Internationa
: al Union, the local, and the employer.
The new employee is required to serve a ninety day ,
'probationary period according to the Master hairy Agreement
with each employer that he secures employment from. The
probationary period does not apply to union membership,
however, if the employee fails to pay his dues or initia- .j
tion as required in the by-laws, he is removed from the
I
job at the Union's request. i
i
Job changing is of no advantage in most instances in
the industry as wages are standardized from one establish
ment to another establishment. It is impossible to secure
a higher job classification in another organization who is .
,a party to the Agreement because of the bidding provisionsj
of the contract. As a result, the Union has very few prob
lems in connection with job changing.
!
I Communist affidavits. Mo signing of non-communist
i i
affidavits is required by either the employer or the Union. 1
However, the latter organization and the International
Union both insist on the rejection of subversives of any ;
kind.
i !
i :
i
! Personnel records. Personnel records are kept on
each individual and are held as confidential to all except !
the F. B. I. Any information other than employment data is
Withheld from inquiring credit companies, private individ
uals, and other groups. !
II. TRAINING- POLICIES
There are no particular training policies used by
!
^he employer or Union. To attain a particular skill and !
j
ability to obtain a particular job classification, the
individual works as a helper, through this method the :
individual gains the experience necessary for him to become
i
•a successful bidder for the higher or lateral job classif
ication when opened for bid provided by the Agreement.
This serves a two-fold purpose. It helps:the empioykp
to evaluate his employee so that he can make the proper
selection. The second is that it builds morale and loyalty
to the employer as well as the Union.
CHAPTER VIII
l
|
DEVELOPMENTS IN CONTRACT NEGOTIATIONS
i
There have been three significant developments in
contract negotiations since the formation of the Associa
tion. The first was the negotiation of all labor contracts
at one time, the second was the installation of the Health
Welfare Fund, and third was the installation of the Team- ;
sters Pension Trust. j
I. NEGOTIATION OF ALL LABOR CONTRACTS
After the first area agreement was negotiated it
was discovered that much was desired in future contract
negotiations. Besides the negotiations with the Teamsters
Dairy Workers, there were negotiations to be made with
various other minority craft unions with members working in
I
establishments of the Association members. ’
i This caused a situation where literally the tail was
i 1
wagging the dog. As the Teamsters made up the majority of ,
, i
the employees, the minority groups would watch negotiations
very carefully with the Teamsters. As their individual
pontracts came due, they would negotiate for a slight in
crease above what the majority received and would usually j
receive their demands. Because some of the occupations
4 3 " <
under these contracts are licensed under city ordinances,
i
the employer could not open his doors for business without i
these licensed personnel on the premises.
To eliminate this difficulty in contract negptiatibns?
the Union and Association mutually agreed to make all con-•
tracts negotiated between the two parties to terminate on
the same day as the Teamsters' contract. It is apparent
that this transformation was not done in one negotiation
period, but through a series of evolutionary steps as is
seen in the chart on the next page. By the time negotia
tions were started in 1950? the expiration dates of all
contracts were the same.
II. TEAMSTERS HEALTH AND WELFARE FUND
In the negotiations of 1952 the Teamsters Union put '
before the Association the present Teamsters Health and
Welfare Fund.
The proposal contained the provision that it become
a part of the Master Dairy Agreement and that the plan
would incorporate medical, hospital, life insurance, and
unemployment compensations, as well as disability benefits.
i
Any of the benefits covered under the Plan that were then
carried through the employer would become null and void.
i
The cost of the Plan was to be assessed to the employer, the
amount to be assessed per employee would be negotiated as
TABLE I
Hrly.
Wage
1.80
1.60
l.UO
1.20
1.00
.80
.60
EVOLUTIONARY STEPS IN BRINGING ALL LABOR CONTRACTS
TO THE SAME TERMINATION DATE— MARCH 1
r
i
!
J »
r
■ r
^ *
i
! ___ I
r'T
. J
i
. J
,_j
±
Date 1-H2 1-^3 l-Mf 1-1*5
Refrigeration Mechanic
— Stationary Engineer
— Teamsters
l-k6 1 -k7 l-**8 l-k9 1-50 1-51
experience indicated a revision, in whether there should
he a decline or increase in rates.
The plan called for the establishment of a trust
with an equal number of members appointed from the Union
and the contributing employers.
The Agreement further stipulates that the assessment
for each employer shall be paid by the twentieth of each
month. Failure to make the required contribution is a
violation of the Agreement.
Beginning March 1, 1952 the plan went into effect
for Teamster Union employees and has had one revision in
contributions. However, the Agreement can be opened in
1957 for further negotiations. Any change in contribution
will come out of wage increases at that time.
If any other union negotiates for a like plan of the
above nature, a decrease in hourly wages will go into effect
as those employees in other unions were given a compensat
ing increase in wages for the Teamsters' plan. There is a
standard clause to this effect in other labor contracts,
negotiated between the Association and Unions other than
the Teamsters Union.
III. TEAMSTERS PENSION TRUST
When negotiations were opened on January 1, 1956,
46;
the Teamsters Union placed the Teamsters Pension Trust
before the Association. This agreement is to secure pen- i
sions for members of the various Teamster Unions upon
reaching the age of retirement.
The agreed upon pension trust is to go into effect
on September 1, 1956* and is to become a part ©f the Master
hairy Agreement. It is to be employer contributory as in
;the case of the Health and Welfare Fund.
Assessments per employer shall be ten cents per hour
if the employee works a full month. If the employee works
less than a full calender month, the assessment shall be
based on four dollars per week, eighty cents per day, or
ten cents per hour for fractions of days thereof. All
contributions shall begin with the employees' first day of
employment and shall be paid by the tenth day of the^f©11©Wr
ing month to the Teamsters Pension Trust. Any contributory
employer to this agreement who fails to make the prescribed
contributions as required shall be found in violation of
this agreement.
As there were no demands for pensions from other
unions bargaining with the Association, those employees who
are members of that union were given a compensating increase
!
in wages. Therefore, a standard clause in each contract to;
the effect that the cost of any future pension demands from
these unions for pensions, the hourly wage shall be reduced
jby ten cents per hour.
i
IV. OTHER DEVELOPMENTS !
The new contract just negotiated between the Assoc
iation and the unions contains additional fringe benefits \
i
besides the addition of the Teamsters Pension Trust. '
Effective February 22, 1957 there will be an additional
'holiday with pay. Washington's birthday was agreed upon
between the Association and the unions.
Secondly, there will be two weeks vacation after two
years continuous service instead of a two weeks vacation
after three years of continuous employment.
CHAPTER IX i
f
OPERATING PROBLEMS AFFECTING INDUSTRIAL RELATIONS1
| The operating problems affecting industriairet.^ti.iD'ns
in the industry are few* It can be said that problems are
a necessary part of any organization or there would be no
necessity for the organization to exist. This is partic
ularly true for an organization whose sole purpose is to
handle industrial relations problems smoothly and fairly.
Education. Educating each employer small or large
is a tremendous problem to the Association. This ifebecause
each employer who is a signatory to the Agreement as nego
tiated by the Association Negotiating Committee is the one
who interprets the contract.
It is almost impossible to get a uniform interprets-
}
tion from every employer when interpreting the Agreement, j
!
The employer, through misinterpretations of the Agreement, ;
ibuld iget involved with lengthly arbitrations which could '
involve a great deal of time and money.
Rather than have this happen the Association acts as
a clearing house for any problem in contract iicberpretations
! "^Jnless otherwise indicated, facts and figures in
this chapter are credited to J. D. Rice, Manager.
,or industrial relations problems connected with the Agree->
ment. (Through this method of clearing with the Association
each member is able to make the right decisions on indus
trial relations problems. Also it has eliminated thwmattdr
of setting precedents,on such matters pertaining to indus
trial relations.
Problems of industrial relations that have been set
tled through the Association and Unions satisfactorily and j
which might recur often are written up and sent to all !
Association members and Union officials. (Through this
general publication, which is a supplement to the^^eement
everyone is able to interpret the contract uniformly.
Setting up precedents. The problem of of setting
precedents is not unique to the industry. Probably every 1
labor contract, whether negotiated on an individual or area
level, has precedents set that are due to faulty interpre- |
tation by the individual or employee responsible for labor ;
: - i
relations.
It is a never ending task for the Association to
fight all these precedents that have been established by ;
I
members of the Association under prior Agreements, when
they are negotiating for a new Agreement.
1 i
• : r " . An example of this would be where an employer pays
|
his employees for being off ill. If it became common
knowledge to the Union they would negotiate for a sick
j
leave benefit in the contract. Their reasoning being that;
one of the Association members is able to provide this
fringe benefit, then all Association members who are sig
natories to the contract should be able to provide the same
benefit.
Time off for Union business. Such a provision is
unnecessary beeause the unions have full-time business ,
agents. There is a clause in the Agreement that properly
authorized agents are permitted to interview employees at
ithe employer’s premises as long as they do not interfere
with production.
i i
Re-hiring. The contract has a clause for re-hiring j
of employees who are laid off because there is a lack of
s
production. It is rather difficult for the employer to
adhere to this provision since many of the good employees
secure employment elsewhere within the industry. TSe^employry
,ee is reluctant to return to an employer who has laid him
off since his present employer might be able to offer him
i '
a more permanent position. Most of those employees avail
able for re-hire are those of marginal quality.
i v
i
I Promotions. In the Dairy Industry the employer is ;
i
bound by contract to abide by the contract provisions of
" 51;
job bidding. Even though the contract states that the
up-grading of employees shall be based upon ability and J
I
seniority, it also states that no employee shall bid for a
job with less than six months employment or for a period of
Six months since last successfully bidding on a job. This
i
provision makes it rather difficult for the employer to
promote an employee who would be more capable in filling j
the job requirements than those who are bidding for the !
job. I
I
i
Sick leave. Because employees are covered by dis
ability insurance, workmen’s compensation, and the health
and welfare plan, which takes care of hospital, surgical,
medical expenses, and life insurance, a sick leave provi-
2
sion with pay is deemed unnecessary.
A well founded reason is that a sick leave with pay
can easily serve as a vacation with pay because it invites ,
employees to be absent for a golf game or a fishing trip.
i
Its effect is even worse in that the employer cannot antic
ipate the absence and is reluctant to make proper compen-
! !
sating plans. In cases where employees are really sick,
the employer is apprehensive as to whether the employee is ;
i
2
Credited to Mark Whiting, Secretary, Teamsters
Local 93, A. E*. of L.
1
5 2 i
really sick. j
, ' I
Even thought there is a minor group of firms paying
sick leave benefits in the industry, which is due to com
pany policy, it is felt that this provision would create ‘
i
a hardship on the marginal firms.
Check-off. In the dairy industry where there are
l
many independent operators and marginal firms, it is felt
that a check-off arrangement is an unnecessary burden,
and a cost that employers cannot afford, fhe high rate of
turnover in the ice cream phase, marginal firms, and the
fact that some of the personnel change within thirty days,
makes such a provision impractical. Since the contract
calls for employees to be in good standing with the union
in order to retain their jobs, it is easier for the unions
to collect their dues. Moreover, it is an internal activ
ity of the unions from which the unions gain the major
advantage•^
5Credited to J. D. Rice and Mark Whiting.
CHAPTER X
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
I. SUMMARY
Characteristics of the industry. The dairy industry
of Southern California is a large part of the economic life
of the area. Its employees are engaged in the distribution
and processing of fluid milk and its by-products. The
employees of the industry, of which approximately fifty
per cent are employed by the employers of the dairy industry,
Industrial Relations Association, shape the industrial
relations program of the industry. Tie bargaining positions
of both parties to the Master Dairy Agreement are relatively
even. The labor agreement cover those areas ^agreed upon
between the Association and the Union. The industry is
made up of various size organizations in various activities
of the processing of milk, the manufacture of ice cream,
and other by-products. The seasonal aspect of the indus
try are attributed to the ice cream phase of the industry.
Generally, it can be said that the industry is one of
stability.
Labor organization. The Teamsters Unions in the
various localities under the Agreement are represented by
an appointed five member Negotiating Committee. They rep
resent the wholesale employee, retail employee, and plant
and office employees. The various craft unions have their
own representatives for negotiation of their individual ,
contracts. The successful industrial relations program of '
the Teamsters Unions is due to the sound industrial rela- 1
tions philosophy of Mr. Mark Whiting and the men associated i
with him on the Negotiations Committee. The leaders of
the various unions feel that the Dairy Industry, Industrial!
Relations Association adds stability as well as ease in
negotiations of the Agreement, between the Union and the
employers of the industry.
The Employers * Association. The Dairy Industry,
industrial Relations Association was formed in 1937 for
the purpose of negotiating labor agreements with the Union,
in order to stabilize the industrial relations policies
i
j
of the dairy industry. The Association represents its
members in collective bargaining as well as heing adviser
and collective agency for all labor policies oftheiindus.try;: -
Its success has been due to the present manager, Mr. J. D.
Rice, whose concientious industrial relations philosophy
has brought the collective bargaining of the industry to a
very high plane. The labor policies are generally set by
the large and small employers.
Provisions of the present contract. The contract
has two sections: The General and Specific Working Condi
tions, and The Wage Section.
Some of the general conditions call for union nego
tiations and maintenance of membership. It permits auth
orized union representatives to investigate on the employ
er's premises as long as it does not interrupt production
schedules. It provides for grievance and arbitration
procedures•
The Wage Section deals with the hourly or weekly
compensation of the employees covered by the contract. It
can be stated that wages as stipulated in the Agreement
are at the prevailing rates, if not above the average, as
well as keeping pace with the cost of living under the
Bureau of Labor Statistics.
Employment and training policies. Employment poli
cies, as such, do not exist in the industry. Job evalua-
I
tion evolves around what is called the bracket one job.
Employees are primarily secured through the union, but the
contract provides for the hiring of prospective employees
from outside sources. Each employer keeps personnC^eeprds
and the union has a similar record.
There are no special training policies, but each
employee is an understudy for the next bracket upgrading.
56
i Developments in contract negotiations♦ The Assoc- .
iation has been able to eliminate year round negotiations
and are now negotiating new labor contracts all at one time
with all Teamster and Craft Unions. In 1952 the Teamsters
Health and Welfare Plan became a part of the Master Dairy
Agreement as agreed upon. The new Teamsters Pension Trust
as agreed to, became a part of the Agreement on March 1,
1956.
Provisions in the form of gratuities have been made
ito employees who are members of unions that did not nego
tiate for the previously stated plans. However, if these
employees later negotiate for some type of health and wel
fare, and pension plan they shall have a reduction in
hourly wages.
II. CONCLUSIONS
, From this study it is possible to conclude:
i 1. That the dairy industry in Southern California
i
jis highly diversified as it is involved in many phases of
|
processing, packaging, and manufacture of dairy products.
It has large and small organizations which are in various
facets of production of dairy products and the distribution
i
of these products. Some of these firms are of a marginal
quality. Many female employees are used in certain phases |
of the industry during seasonal peaks which causes high
57
•labor turnover. However, employment in the industry is ;
relatively stable due to a year round even distribution of:
Ifluid milk.
2. That the Association and the Union negotiations
, |
■of the collective bargaining agreement is on a high plane.
However, due to the large number of employers outside the
Association that sign agreements similar to that the Assoc
iation has negotiated, certain problems occur from contract;
interpretation, These employers, as well as employers who
are members of the Association have tendencies to misinter
pret the Master hairy Agreement which eanaam&oscQmplication,
that may defer prompt settlement of future negotiations.
3. That the employment and training policies in
; the industry are not at too high a level because of certain
provisions in the contract. Although the majority of
employees are of a high caliber type, the industry has to
deal also with employees of marginal capability.
! III. EECOMMENhATIONS
i
t
The following recommendations are made because the
author feels that if they are accepted it is hoped that
Jsome of the basic problems can be overcome;
i 1. The first recommendation to ;be, made is that the
•industry should call an industrial relations conference of
!
all employers after negotiations for a new contract have
been completed. Rather than allowing each employer to
interpret the contract, it should be interpreted so that
each section is clear and concise to all in the industry.
This would tend to eliminate the problems of education and
the setting of precedents.
Education through the medium of bulletins reaches
about half of the employers in the industry. As a result
many of the employers outside the Association have a ten- j
dency to set precedents that eventually affect negotiations
®ms, through an industrial relations conference of all
employers the industry would overcome many of the educa
tional problems.
2. (The second step recommended therefore, is the
establishment of a good training and employment policy.
As was stated in the section on employment and training
policies, there are practically none in use in the industry
; ■ ■ i
1 Analyze jobs in question. Each job requires differ4
,ent types of skills, personalities, and peoples. A mixer
must have a technical knoMddge of machinery and formulae
in producing a quality product. A salesman is concerned
with selling the product, subscribing for new business,
i ;
while a warehouseman is concerned with labor that is rep- ;
etitious in nature. Rather than having a common under- I
!
standing of the various jobs, a job analysis would serve as
controlling factor in the selection of personnel as well as
j
specifications, characteristics, and requirements of each j
job.1 This would eliminate many of the sub-marginal people
seeking employment in an ever increasing technological
industry.
Recruiting of employees. Since the contract calls ,
for employees to be selected from referrals sent by the
union the first twenty-four hours, a thorough job of re
cruiting by this source would be of benefit to the employer
as well as the union. The employer will benefit from a
better type of employee and the union a better type of
member. When recruiting thoroughly the employer is able to
2
select a future employee that will most likely succeed.
Set up a standard to screen applicants. A standard
m m w w b i m i m m m m m m m m m s mmmmm mmmrnmmmmmmmmm t a M h M a M M M M M i
is necessary to screen out the obviously unfit applicants.
Each standard will vary with each situation because of the
difference in job requirements. A standard may include
such things as appearance, personality, technical knowledge,
and general knowledge. With the industry based on -quality
and selling technique it is necessary to have high quality
1Dale Yoder, Personnel Management and Industrial
Relations. <^ew York: Prentice-Hall V Inc., ""1^9)'"'"p1 ^1 TS'S.
1 2
Ibid.. p. 150.
employees.
For best results in employee selection, the Union j
should, select employees from standards set by the employer.
This will eliminate the large number of marginal workers
that are continuously applying for work through the Union.
Use a proper application blank. Generally, the in
dustry uses application blanks in the hiring policies.
There is no need to make any further recommendations where
the employers are concerned. Since the contract calls for
i
the union to supply the necessary labor requirements within
twenty-four hours, it would be of considerable help if the
union would use an application that would eliminate the
marginal labor group.
The application will help in several ways: £1) the
union will be able to screen out the obviously undesirable
workers; (2) it eliminates the possibility of employers
i
screening unecessary numbers of applicants; and (3) helps
the employer in making comparisons and evaluations of those’
selected who will succeed in the job that the applicant is ,
: x
applying for.
; Ihen the applicant whose records indicate, that he j
I
i
does not meet the requirements of the jobs offered by the
5Ibid., p. 173.
industry, he should he simply and courteously informed of ,
such, hy the employer so that he will go away happy.
Use a selection test. A few of the large employers;
in the industry use a selection test. A selection test
would he of help in selecting future employees hy those ;
companies not using them. A selection test is an aid in
supplementing impressions and stated facts disclosed hy '
4
the applicant and his application blank. !
(Through the use of the selection test the employee :
can he selected intellectually for the job. Where an 1
.individual is mentally equipped for jobs that are challeng4
ing, he will he hored at jobs that are not stimulating.
.Therefore, it is important that each applicant he tested
for mental ability and placed or rejected according to the
standard that has heen set in terms of the job analysis.
The testing program must be recognized as a part, not a
5
{substitute for the selective process.
i
1 Use a standardized or patterned interview. The
industry through its Association should develop a standard
i
4Ihid,..,. p. 182.
5Ibid., p. 183.
62
or patterned interview to be used by all employers. With
this type of interview, which provides a careful review
of all the major areas of the applicant's life, the margin
al worker will he eliminated and leave the desirable worker
in the industry. Its use is not difficult and will be less
expensive than hiring him first and learning by experience.
It includes the applicant's statistical data, work exper
ience, his schooling, his family background, his domestic
and social situation, his health record, and his financial
situation.
It has four important controls which overcome the
faults and limitations of ordinary employment interviews
and make it an effective and reliable tool for predicting
7
job success.
1. A systematic plan for the interview;
2. A technique for getting facts even on very
personal matters;
t
3. A set of principles to use in interpreting the
faets; and
i
' 4. A method of minimizing personal biasses and
predjudices.
^How to Cut Labor Costs (New York: New York State
Restaurant Association, Inc., 194-9)» P* 21.
^Ibid., p. 23.
Ihe entire selection program is centered in the
standardized interview because of its accuracy in predict- ;
8
ing the success of the applicant.
Your decision in selection. It is now time to match
Q 1
the applicant and the job to determine an overall rating. J .
1. If he has all the qualifications needed for the
job, and he has no weak points, he is well qualified.
2. If he has all the important qualifications with
!
some minor weaknesses in the lesser qualifications, he '
should be well qualified and should succeed at the job.
3. Iffthere is any doubt that he can do the job or
if he has a rather serious weakness in the "will do" qual
ities, he should be hired only if no better is available.
4. If he cannot do the job, or has serious weak
nesses, or a question as to his having the right incentive
to do the job, or that his judgment is unreliable, the
applicant should not be hired. He will cost you money in
the end.
As experience is acquired in the hiring of employees
the chances of securing those in the first two classifica
tions will increase.
®Loc. cit.
9Ibid., p. 27A
BIBLIOGRAPHY
BIBLIOGRAPHY
A. BOOKS
Aspley, John Cameron, and. Eugene Whitmore, editors, The
Handbook of Industrial Relations. Third revised edition;
1 Chicago: IEe Dartwell Corporation, 1949. 1244 pp.
Carpenter, Jesse Thomas, Employer *s Association and Collec
tive Bargaining in New York City" Ithaca, New York:
Cornell university Press, 195C. 419 pp.
' - i
Carver, Arthur H., Personnel and Labor Problems in the
Packing Industry. Chicago: University of Chicago Press,
19^8. 226 pp.'
Clinchy, Everett R., Intergroup Relations Centers. New
York: Parrar, Straus, and Company, 1949^ 5^PP•
Bavey, Harold W., Contemporary Collective Bargaining. New
York: Prentice-fial1, Inc., 1951• 55^ pp.
Gardner, Burleigh B., and Bavid G. Moore, Human Relations
I11 Industry. Revised edition; Chicago: Richard B.
Irwin, Inc., 1950. 431 pp.
Hamilton, Walter, Employer and Employee Relations in Hotels.
Baltimore: Williams and Wilkins Company, 1925. 158 pp.
Harbison, Frederick H., and Robert Bubin, Patterns of Union-
Management Relations. Chicago: Science Research Assoc
iates, 1947“ 229 pp.
Phillips, John Burton, Organization of Employers and Employ
ees. Boulder, Colorado: The University of Colorado
Studies, University of Colorado, 1905. 44 pp.
Scott, Walter B., Robert C. Clothier, and William K. Spriegel,
i Personnel Management. Fourth edition, second impression,
New York: McGraw-Hill Book Company.
Yoder, Bale, Manpower Economics and Labor Problems. Third
1 edition; New York: McGraw- Mill Book Company, 1950.
' ~ 66
, Personnel Management and Industrial Relations1 .
Third edition. New York: Prentice-Hall, Inc., 194$.
894 pp.
, editor, Prentice-Hall labor Course. New York:
Pr enfc i c e-Ha11, Inc., 1948. “517 211 pp7
B. PERIODICAL ARTICLES
Dubin, R., "Decision Making by Management in Industrial
Relations," American Journal of Sociology, 54:292-7,
January, 194'5.
Patterson, R. M., and others, "Collective Bargaining With
Associations and Groups of Employees," Monthly Labor
Review, 64:597-410, March, 1947.
Taylor, C. W., "Labor-Management Conference as an Aid to
Collective Bargaining," Annals of the American Academy
Qf Political and Social Science, 2^6:53-6, March, 194/.
Warren, James S., editor, "You Cannot Afford Not To Join,"
Restaurant Management, August, 1951*
C. PUBLICATIONS OP LEARNED ORGANIZATIONS
How to Cut Labor Cost. New York: New York State Restaurant
Association, Inc., 1945. 77 pp.
Articles of Incorporation and By-Laws of the Dairy Industry
“ Industrial RelationsAssociation.
APPENDIX
APPENDIX A
COMPARABLE WAGE RATES-WESTERN STATES CONTRACTS— 1955-1956
!
Area & Local Union
Effective
Dates
Plant
Rate
Wholesale
Driver Retail
Seattle, Wash..
Fluid Milk
#66
3/1/55-
3/1/56
2.27
2.21 2.21
Seattle, Wash.
{Ice Cream Plant)
#66
3/1/55-
3/1/56
2.125
Yakima, Wash.
#524, #839
1/1/55-
2/1/56
1.98 2.00 2.00
Spokane, Wash.
Milk Plant #690
Ice Cream Drivers
Vl/55-
4/1/56
2.025 $350 plus
commission
$330 plus
commission
$350.00
plus
commission
Portland, Oregon
#505
5/1/55-
5/1/56
2.137 2.19
2.19
San Francisco, San
Mateo, Palo Alto
#226
4/1/55-
4/1/56
2.23 2.35 2.35
I
Alameda-Contra Costa
(Oakland, etc.) #302
4/1/55-
4/1/56
P h J U L
Cm • *11 T
2.35 2.35
Fresno, Calif.
#517
7/1/55-
7/1/56
2.23 2.23 2.23
Vallejo, Calif.
#490
2/15/55-
2/15/56
2.15
2.15 2.15
MPMA - #137, 381,
517, 624, 980
Fluid Milk Dept.
7/1/54-
7/1/55
2.05
69
APPENDIX A (CON.)
COMPARABLE WAGE RATES-WESTERN STATES CONTRACTS— 1955-1956
Area & Local Union
Effective
Dates
Plant
Rate
Wholesale
Driver Retail
Joaquin County
(Stockton)
#439
5/1/55-
5/1/56
2.18 2.23 2.23
Sacramento, Calif•
#150
5/1/55-
5/1/56
2.18 2.23 2.23
Bakersfield, Calif•
#87
7/1/55-
7/1/56
2.23 2.23 2.23
Statistics from the Dairy Industry Industrial
Relations Association.
I
APPENDIX B
WAGE RATES FOR DAIRY TEAMSTERS UNIONS
6/49- 11/50- 3/52- 3/53-
3/54-
3/55-
11/50 3/32 3/53 3/54 3/55 3/56
Wholesale:
Foreman
Route
1.95 2.05 2.17 2.26* 2.44** 2.54**
Salesman
1.83 1.93 2.05 2.13 2.31 2.39
Ex. Driver 1.90 2.00 2.12 2.3 2 2.38 2.47
Retail:
Foreman
1.93 2.03 2.13***88.19***88.19
91.00
Salesman 1.80 1.90 2.00 83.00 83.00 85.00
Ex. Driver 1.8?
1.97
2.07 85.90 85.90 88.00
Plant:
Foreman 1.90 2.00 2.12 2.20 2.29 2.37
Bracket 1
1.75 1.85 1.97 2.05 2.13
2.21
Bracket 2 1.61
1.71 1.83 1.91 1.99 2.07
Bracket 3 1,50
1.60 1.72 1.80 1.88 1.96
Bracket 4 1.43 1.53 1.65 1.73
1.80 1.88
Bracket 5 1.28 1.38 1.50 1.58 1.66 1.74
Bracket 6
Truck Drivers
1.20
i :
1.30 1.42 1.50 1.58 1.66
3 tons or
more - 25
ft, bed
1.80 1.90 2.02 2.11 2.18 2.26
; * As of 10/4/53i effective to 3/1/54, Wholesale Guar
anteed hours dropped from 40 S.T. and 4 O.T. to 40 S.T. and
2y k O.T. Rates then became: $2.37, 2.24, and 2.32.
Wholesale now on 40 S.T. and 2>£ O.T.
71 "
APPENDIX B (CON.)
WAGE RATES FOR DAIRY TEAMSTERS UNIONS
*** Retail on incentive plan. Beginning with contract
for 1953-54, only weekly guarantees given in contract. No
base hourly rates specified.
I
i
APPENDIX C
INCREASES IN HOURLY RATES TO DAIRY INDUSTRY TEAMSTERS
Bracket 1
Retail
Routeman
Wholesale
Routeman
Contract New New New
Term Incr. Rate Incr. Rate Incr. Rate Work Week
6/45-6/46 .05
1.02 .05
6/46-1/47 .13 1.15
.14
1/47-6/4? .07
1.22 .08
6/47-6/48* • 28 1.50 .25
6/48-6/49
.15
1.65
.15
6/49-11/50
.10
1.75
.08
11/50-3/32 .10
1.85
.10
3/52-3/53
.12
1.97
.10
3/53-3/54
10/53-3/54
.08 2.05
(Wholesale only)
3/54-3/55
.08 2.15
3/55-3/56 .08 2.21
1.11
.05
1.11 48 hours
1.25 .14
1.25
48 hours
1.33
.08
1.33
40 - 4 OT
1.58
.25
1.58**40 (Wh.Guar.)
1.73 .15 1.73
40
M f t
1.80 .10 1.83
40
I t f t
1.90 .10
1.93
40
t t f t
2.0Q**?12
2.05
40
I t I t
85.00***09
.11
2.15
2.24
40 (4 OT) WH:
2)6 OT)
85.00
.07 2.51
40 (2)6 OT)
Wh.
85.00***08 2.59 40 (2)6 OT 1H)
* At this point complete conversion from 48 hour week
to straight 40 hour week (except for guarantee to Wholesale)
was accomplished.
** Wholesale on 40 hours ST and 4 hours Guar. OT. In
October, 1953» Wholesale went on 40 hour ST and 2)6 0T Guar
antee, at same take-home pay as for 40 and 4 OT, hence the
73
APPENDIX C (CON.)
INCREASES IN HOURLY RATES TO DAIRY INDUSTRY TEAMSTERS
increase in Hourly rate.
*** Incentive plan for Retail inaugurated in 1952.
After 1952, when $2.00 hourly rate was minimum, no hourly
rate for Retail is given in the contract.
Hourly
194-5-46 1955-56 Incr. % Incr. BLS % Inc.*
Bracket 1 1.02 2.21 1.19 116.4% 48.7%
Wholesale Routeman 1.11 2.39 1.28 115.7% 48.7%
Note: None of the rates quoted above includes the 5£ per
hour for welfare granted in 1952 and increased yearly to
the 1955-56 amount of $.068 per hour.
BLS Index - Old Series - June, 1945 - 130.5
BLS Index - Sept. 15, 1955 194.1
BLS Increase 63.6 - or 48.7%
Statistics from Dairy Industry Industrial Relations
Association.
I
1
APPENDIX D
WAGE RATES FOR DAIRY PLANT WORKERS (MALE ONLY)
Date Foreman Br. 1 Br. 2 Br. 3 Br. 4 Eel. ♦Total %**
9/47
190
*1.63
666
*1.50
1299
*1.41
214
*1.34
72
*1.29
175
50
2616 43.8%
1
9/48 170
*1.80
601
*1.63
1251
*1.54
196
*1.43
62
*1.38
198
50
2478 41.5%
9/49
174
11.90
572
*1.75
1180
*1.61
149
*1.30
74
*1.43
203
50
2352 39.2%
9/50 180
$1.90
511
*1.75
1087
*1.61
127
*1.50
74
*1.43
227
50
2206 36.4%
9/51
188
*2.00
550
*i.85
1121
*1.71
138
*1.60
78
*i.53
228
50
2303 36.3%
9/52 208
12.12
577
*1.97
1211
*1.83
132
*1.72
72
*1.65
220
50
2420 37.0%
9/55 219
*2.20
573
*2.05
1199
*1.91
130
*1.80
70
*1.73
224
70
2415 37.6%
9/54
222
$2.29
595
*2.13
1232
*1.99
110
*1.88
77
*1.80
229
70
2485 37.6%
9/55 227
*2.37
649
*2.21
1291
*2.07
133
*1.96
63
*1.88
249
70
2612 37.8%
All Plant Relief lumped, together.
** The percentage figure here means the relationship
of male plant employees to Teamsters as a whole— that is,
Wholesale and Retail Drivers and Plant, but excluding
Haulers and Special Drivers, Office, and Garage.
75
APPENDIX D (CON.)
WAGE SATES POE DAIRY PLANT WORKERS (MALE ONLY)
Hourly Increase from
9/1/47 to 9/1/55
Percentage
Increase
BLS Index
Incr. % *
Foreman $ •7425
Bracket 1 *7075
Bracket 2 .6625
Bracket 5 .6225
Bracket 4 *5925
46.6%
46.0%
45.7%
47.1%
47.1% 20. 1%
20. 1%
20. 1%
20. 1%
20. 1%
- * • BLS INDEX INCREASE arrived at as follows:
BLS 9/15/47 161.6 (Old Series)
BLS 9/15/55 194.1 (Old Series Equivalent)
BLS Increase in points » 52.5 or 20.1%
Statistics from Dairy Industry Industrial Relations ;
Association
o# Southern P aWfaw iI*

Asset Metadata

Creator Wolfe, Kenneth J. (author)

Core Title An inquiry into the industrial relations program of the Dairy Industry Industrial Relations Association

Contributor Digitized by ProQuest (provenance)

Degree Master of Business Administration

Degree Program Business Administration

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag OAI-PMH Harvest,sociology, industrial and labor relations

Language English

Advisor Guild, Lawrence R. (committee chair), Goodell, Robert A. (committee member), Mautner, Morris M. (committee member)

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