Date of Award:

5-1968

Document Type:

Thesis

Degree Name:

Master of Science (MS)

Department:

Political Science

Committee Chair(s)

Wendell B. Anderson

Committee

Wendell B. Anderson

Committee

JeDon A. Emenhiser

Committee

Calvin W. Hiibner

Committee

Preston H. Thomas

Abstract

The collective bargaining practices among Utah's council-manager municipalities was studied through a review of existing literature and two surveys, one of which focused upon the policies and practices of Utah's fourteen municipalities governed under the council-manager system and having a population of 2,000 or more. The second survey was a microcosmic study of Ogden City's collective bargaining practices as defined by administrators and employee representatives.

The first survey involving the collective bargaining practices of Utah's fourteen council-manager municipalities indicated that two factors were present. They are: (1) formal employee organizations existed in areas with the largest and densest population structures, and (2) all municipalities surveyed had some form of collective negotiation procedure for employees. The amount of bargaining, or number of issues bargainable, appeared to depend on formality of procedure involved and merit service classification. It appeared that the most bargaining took place under a merit-formal combination, and the least under a nonmerit-advisory situation.

The Ogden study examined Ogden's home rule government, the current status of existing employee organizations, and various aspects of the bargaining situation . Four employee organizations exist in Ogden--one national union and three independent local associations--with individual bargaining methods oriented toward betterment of the employment situation. Though each employee organization seeks recognition in a different manner and is limited on issues bargainable, all have received noticeable concessions in the past.

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