Abstract

One of the basic issues which management faces in the administration of the grievance procedure of the collective bargaining agreement is the decision whether a particular employee grievance should be arbitrated or settled by negotiation. Sound personnel policy requires that grievances be treated in this manner, removed as much as possible from the conflict conditions which often prevail in contract negotiations. One of the risks in going to arbitration is that the decision and opinion of the arbitrator may encompass a great deal more than the ostensible issue as set forth in the submission agreement. Generally speaking, in preparing for an arbitration case, management must try to focus on the total picture, rather than concentrate solely on its own point of view.