Council focuses on member attitudes

Mobilizing the talent, ideas and energy of union members is one of labor’s greatest challenges, notes Paul Clark, professor of labor studies and industrial relations at Pennsylvania State University. But union leaders and activists can reach out to members more effectively just by taking a closer look at the behavior of members and working to shape the attitudes that influence their behavior.

“If we want to get people to participate, we’ve got change their attitudes,” Clark told members of AFT Healthcare’s Leadership Council. The union activists and leaders met in Washington, D.C., in October.

Attitudes are shaped by experiences to which people are exposed and information they receive from a variety of sources. In fact, research shows that the more positive a member’s first experience with the union, the greater that member’s level of commitment.

Most unions focus on bread-and-butter issues like salary, benefits, job security and working conditions, but Clark points out that a member’s attitude, especially that of a new member, often is shaped by other factors, including the union’s ability to enforce the contract it has negotiated, the union’s grievance procedure and the union’s involvement in community service, charitable organizations and political activities.

Every local has its own standards for measuring its effectiveness, but member involvement is critical to bargaining and contract administration.

“Without activists, the union’s impact is limited in and out of the workplace,” says Clark, who wrote Building More Effective Unions. The book is based on the premise that unions work better if they change the attitudes and behavior of members who are not active in or supportive of the organization. “People can be persuaded to change their attitudes and behavior, but such change is largely dependent on how well the union communicates with members.”

First impressions last
Many leadership council participants reach out to new members to welcome them to the job and the union.

In Connecticut, new hires who are part of the University Health Professionals Local 3837 often are contacted by a new member coordinator who meets with them and provides a new member packet.

The union holds a lunch for new hires and has them fill out membership cards, says June Edwards, a nurse at University Hospital in Syracuse, N.Y.

The Federation of Nurses/UFT provides new members of the New York’s Visiting Nurses with a one-hour orientation where they are given the union contract and asked to attend the next monthly meeting.

And in Vermont, although the hospital has parceled out 15 minutes before lunch for orientation, the union has extended that time by providing lunch for new members.

“It works for us because we actually get 45 minutes to share contact information, history of the union and outline benefits that the union provides,” says Jennifer Henry, president of the Vermont Federation of Nurses and Health Professionals.

Socializing members is an ongoing process, adds Clark. It’s important for the union to keep in regular contact with members, especially new ones.

“Making the union a personal presence early on is critical,” notes Mary Consoli, president of the Danbury (Conn.) Nurses Union.

As is “following up with new members,” adds Nancy Devore, a member of the Oregon Federation of Nurses and Health Professionals.

“Follow-up helps long-standing members get involved, too,” Jeffrey Peck, a member of Health Professionals and Allied Employees in New Jersey, points out.

Although most people don’t think about their union’s rituals, they play a useful role, Clark notes. “The culture of the organization binds us together and brings new members into the process.”

Culture exists to communicate and reinforce norms, values and priorities of the union. Members communicate through ceremonies, stories, myths, symbols and languages. Slogans, songs, logos, hats, jackets, banquets, parades and picnics are all part of the culture of the labor movement.

“Culture is an important part of any organization, unions especially,” says Clark. “It gives members a sense of identity, togetherness and purpose.”

Research also suggests that a union can positively influence its members’ level of commitment by ensuring that the grievance process is viewed positively.

Outcomes are important, but mere exposure to the process has a positive impact. Why? Because the union has more control over how a grievance case is handled and presented than over how it is decided.

“I found the grievance process important to keep up momentum,” says Edwards, also a member of the New York Public Employees Federation.

Mary Criss, a medical technologist and a longtime member of the Wisconsin Federation of Nurses and Health Professionals, is an example. Criss came to the WFNHP to file a grievance against her facility. She had never been a very active member, but her experience with the grievance process made her feel stronger.

“I saw the power of the union and it caused me to want to be more active,” says Criss. “Now I reach out to our younger members.”