10 劳动关系的调查问卷_劳动关系调查问卷
10 劳动关系的调查问卷由刀豆文库小编整理，希望给你工作、学习、生活带来方便，猜你可能喜欢“劳动关系调查问卷”。
Labor Relations Questionnaire
劳动关系的调查问卷
The proce that ensures and oversees fair and effective collective bargaining with those unions representing employees and fosters positive labor relations designed to achieve organization objectives.此程序是来确保和监督在与代表员工的工会进行集体谈判时的公平性和有效性，通过培养积极的劳动关系，有计划地达到组织的目标。
1.Does the organization clearly state its philosophy on labor relations and
implement guiding procedures for managers who deal with contract and labor relation iues?
组织是否有明确阐述劳动关系的理念，是否有指导程序来帮助专门负责处理合同与劳动关系问题的经理人？
2.Is there a position within the organization that oversees and coordinates labor relation activities?
组织内部是否有一个职位是来监督和协调劳动关系活动的？
3.Do labor relations strategies support the organization’s busine plan?劳动关系的方针是否支持组织的商业计划？
4.Is top management informed and supportive of labor management strategies and goals?
是否是通知高层管理去支持劳动管理的战略和目标的？
Is there an atmosphere of management respect for union representation?是否有一个尊重工会代表的管理氛围？
5.Are negotiation strategies and objectives formulated in advance of contract negotiations?
在合同谈判之前，是否先表述了谈判的策略和目标？
6.Does management understand the laws that govern collective bargaining?管理者是否理解那些关于集体谈判的法律？
7.Is your labor management team educated and trained in private-or
government-sector bargaining techniques?
你们的劳动管理团队在受教育和培训方面是私下进行，还是通过政府部门的谈判技巧进行的？
8.Does your labor relations staff network with profeionals from other
organizations?
你们组织是否与其他组织的专业工作人员有劳动关系网络？
Are union officials involved in workshops, educational forums or other
interactive seions with management to addre topics of mutual concern, such as busine competition, health care costs, compensation and organization change iues?
在车间，教育讨论会上或其他互动环节中涉及到的工会官员，是否会和管理者谈到互相关心的话题，例如商业竞争，健康保障成本，补偿和组织改革中的问题？
9.Is there a formal labor/management group to discu iues of mutual concern outside of the bargaining proce?
If yes, does this group have a charter and regularly scheduled meetings?Is the group trained in effective meeting skills(e.g., agenda, ground rules, timekeeping, facilitation and action plans)?
是否有一个正式人员/管理组来讨论在谈判之外大家都关心的问题？
如果有，此组是否有章程，以及定期举行会议？
此组是否有进行有效的技能培训？（例如日程，基本规则，计时，便利化和行动计划）
12.Is adequate aistance provided to managers in contract administration and handling grievances?
是否有向管理者在合同管理和处理冤情时提供适当的帮助？
13.Are managers trained in handling discipline matters, recordkeeping,counseling skills, precedent-setting iues, etc.?
管理者在处理纪律问题，日常记录，咨询技巧和史无前例的事情上是否有受过培训？
Are efforts made to analyze root causes of grievances and take
corrective/preventative measures to reduce them?
在分析冤情的根源，以及采取正确/预防措施来减少这些情况的发生这一方面，是否有做出努力？
14.When grievances are submitted, are they resolved in a timely fashion?
当冤情被递交时，是否有及时处理？
15.Are there credible efforts made to gain labor’s input and participation in finding better ways for the organization to survive?
在获得劳动投入和组织寻找更好的方式来生存中，是否有付出过可靠的努力？
Has the organization made plans to meet its future labor relations needs?组织是否有制定计划来满足未来劳动关系的需要？
16.On a scale of one to seven(seven being the highest and four being adequate), how do you think your Human Resources department would rate the
effectivene of labor relation’s performance?
在等级一至七中（七是最高等级，四就是能胜任的级别），针对人力资源部门将评估劳动关系在表现上的效力，你看法如何？
17.On the same one-to-seven scale, how do you think other departments would rate labor relations performance?
在同样的一至七等级中，其他部门将评估劳动关系的表现，你有何看法？
18.On the same one-to-seven scale, how do you think union officials would rate labor relations performance?
在同样的一至七等级中，工会官员将评价劳动关系的表现，你的看法呢？ Explanation of Labor Relations Questionnaire
关于劳动关系调查问卷的解释：
The section on labor relations is important for organizations with unions.The brevity of this section is not intended to minimize its importance.There are fewer questions simply because fair and effective collective bargaining practices are usually already in place.In fact, labor relations may be one of the most important categories for the many organizations which deal with unions, such as local government and public sector agencies and heavily unionized manufacturing companies.Most Fortune 500 manufacturing companies are unionized, and there may be good reasons why other working environments need unions.这一部分对于有工会的组织来讲是很重要的。这一章节的简短并不是要减少他的重要性。之所以只有稀稀拉拉几个问题，主要是因为公平有效的集体谈判已经司空见惯了。事实上，劳动关系对于很多和工会打交道的组织来讲是最重要类别中的其中之一，譬如当地政府和公共机构，还有工会占了很大比重的的生产型企业。五百强中就存在很多这样的企业，这也是为何其他工作环境需要工会的最佳解释。
Management should link overall labor relations and collective bargaining strategies to the organization’s busine planning proce well before company representatives go the bargaining table.Equally important are iues of workforce flexibility and work redesign.在企业代表到谈判桌之前，管理者就应该将所有劳动关系和集体谈判策略与组织的商业计划程序很好地联系到一起。劳动力的灵活性和工作的重新规划都是同等重要的问题。
Company managers should foster cooperative relations with their unions and draw on the skills and knowledge of union leaders to achieve the organization’s objectives.Both employer and union depend on the organization’s succe and ability to compete in the global economy.公司领导应该培养与工会的合作关系，借鉴工会领导的技能和知识，以实现组织的目标。老板和工会都要依靠组织的成功和能力在全球经济竞争中立于不败之地。
The theme of these questions is the need to gain labor cooperation for continuous improvement and to foster union leadership awarene and involvement in critical cost iues.Answers should reveal mutual interests rather than adversarial positions that have not paid off for either party over the years.这些问题的主题就是要获得劳动合作，来实现不断的进步，并且培养工会的领导意识，和在关键成本问题中的参与能力。答案应该反映的是共同利益，二不是像那种没有支付过任何一方多年来的敌对立场。
