david spero professional aviation safety specialists (pass afl … · 2009. 7. 9. · david spero...

National Labor College, Senior Project, December 2009

David Spero

Professional Aviation Safety Specialists (PASS AFL-CIO)

The March Madness Struggle: Why PASS Members Terminate Their Union

Membership?

Voluntary union membership in the Federal Sector provides an enormous challenge for

organized labor. The right-to-work federal employment world allows workers to reap the

benefits of what union dues-payer sow without any requirement to pay for those benefits through

mandatory dues to or fees from the union. Those that do join the union have an “open season”

annually that allows them to reconsider their membership. For PASS the season occurs during

March and has been colloquially dubbed “March Madness” by the union.

This paper examines the reasons PASS members might have for terminating union

membership through an on-line survey. The survey asks anonymous dues payers to share their

opinions on a variety of issues, ranging from the effectiveness of the unions legal strategies to

the “face” the union displays locally. Respondents to the survey, not surprisingly, pointed to the

effectiveness of the union, in resolving issues as the key reason for either terminating their

membership or remaining with the union.

Finally, the paper makes key recommendations to the union’s executive board which,

based on the data, could prove to be a watershed moment in the union’s age-old battle against

March Madness if accepted and implemented with passion. The recommendations challenge

PASS to develop committed membership through knowledge, and through the institution of

programs that can become a rock for the union to build on for years to come.

David Spero

Professional Aviation Safety Specialists (PASS AFL-CIO)

P.O. Box 1220 Jenks, Oklahoma 74037

(918) 299-1448 [email protected]

The March Madness Struggle: Why PASS Members Terminate Their Union

Membership

SENIOR SEMINAR Spring 2009

The March Madness Struggle:

Why PASS Members Terminate their Union Membership?

mailto:[email protected]



Introduction

Despite the title of the paper, it would not be wholly accurate to

unequivocally state that some PASS Union Members temporarily lose their minds

in March. This perceived woe has no connection to the onset of College basketball

tournament season. The Professional Aviation Safety Specialists (PASS/AFL-CIO)

is the oldest and second largest FAA union with five separate bargaining units and

approximately 3,700 members. All PASS members are federal employees working

for the Federal Aviation Administration and the Department of Defense throughout

the United States and several foreign locations.

The purpose of this paper is to address the long standing problem of

membership retention. Through a comprehensive understanding of the subject, the

author provides recommendations that PASS should implement if the problem is to

be remedied. More specifically, the paper studies and analyzes the possible reasons

PASS members may consider when they decide whether or not to terminate their



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Union Membership. Furthermore, the paper discusses how PASS can implement

programs and wisely spend resources to stem the tide of the exodus. The results of

the survey analyzes the commitment of the membership to determine why some

members are not committed to the Union and what the Union can do to develop

that commitment through a better focus of the Union’s Strategic Plan. To achieve

one of the major goals of the PASS Strategic Plan PASS must grow its

membership to over 3,800 members by 2009 (PASS AFL-CIO, 2008). The survey

that is a part of this research (See appendix 1) provides specific criteria to help

execute that goal.

Essentially the Federal Government is a huge right-to-work state. Employees

working for the Federal Government have the right to form, join, or assist any

labor organization, or to refrain from any such activity, freely and without fear of

penalty or reprisal, and each employee is protected in the exercise of such right

(FLRA, 2009). The question at this point invariably is:” What does this mean to

PASS and how is it related to March Madness?”

Since the Federal Labor Management Relations Statute (FLMRS) requires

the open shop environment, PASS has negotiated procedures in its collective



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bargaining agreements with the employer that provide employees with a process to

“exercise their rights” without generating a continuous administrative burden on

the Union and the employer (PASS, 2000). The procedures provide for an annual

“open season that allows the Agency to process employee requests to terminate

dues with holding (check off) for employees that have signed and processed the

proper form before the open season. This open season period occurs during the last

pay period in March annually. Because of this requirement to allow employees to

terminate their Union membership the Union endures an annual 2 week anxiety

episode about how many Union Members are going to “exercise their rights”. The

phrase “March Madness” was colloquially coined several years ago to describe the

annual exodus.

Hopefully, this paper will be a catalyst for a transformational change within

PASS and will give something back to the Union that has given so much to so

many for so long.



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Literature Review

Two separate but interwoven concepts are important aspects of this

research: membership retention and the open shop. There are several very

important factors employees consider when deciding upon whether they want to be

represented by a union (Clark, 2000, p. 33-36). Using these criteria as a basis for

support from other works on the subject gives a snapshot into the mindset of the

“union or no union” decision. Effectively the decisions that PASS bargaining unit

employees make to remain as members of the union, or if they will ever join at all

are often based on job dissatisfaction (working conditions), union effectiveness,

attitudes towards unions, stake in the job and commitment to the union and the

employer (Clark, 2000, p. 33-36).

Additionally, the issue of Union Membership from the viewpoint of stronger

recruitment techniques has been the focus of other FAA unions rather than

addressing the concern only as retention problem (Hartman, 2003). 1 Retention is

certainly the key to growth for PASS and minimizing the impact of the annual

“March Madness” episode is the focus of this paper. Much has been written about 1 NATCA and PASS members both work for the Federal Aviation Administration within the Air Traffic Organization. PASS and NATCA bargaining units have similar issues yet perform different functions for the Agency. PASS and NATCA often work together on issues that serve the common good of their members. The March Madness Struggle:


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retention in the private and public sectors, and these writings often concentrate on

the concept of retention through effective recruitment, especially in the open shop

environment. Since NATCA is also affected by the annual open shop provision and

has a high membership percentage (Hartman, 2003), the key to successful

organizing in the Federal sector may well be in the initial recruitment and on-going

campaign. This assertion is supported by Kate Bronfenbrenner and Robert Hickey

who point out in their 2004 study on union organizing strategies, “Our analysis

also confirms that the more comprehensive organizing tactics used during the

campaign, the greater the odds that the union will win the

election...”(Bronfenbrenner & Hickey, 2004 (p.53)). The term “election” in the

case of Federal unions is not only relevant to selecting the union for representation

but to the long term committed membership which is necessary in a healthy

voluntary union environment.

Background on the Open Shop

Organizing in a Federal sector union must be characterized differently than it

is in the private or public labor sectors. Organizing union shops where open shops

exist is the focus of a Federal sector union. Since Federal sector unions must



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represent all of the employees if they pay dues or not, the challenge to convince

them to join the union is that much greater. Funk & Wagnall’s defines the open

shop as: “In labor relations, business establishment or factory an environment in

which workers may be employed without regard to their membership or non

membership in a trade union. The abolition of the open shop is usually one of the

primary demands made by labor unions when they engage in collective bargaining

with employers because the freedom of employers to hire and retain nonunion help

generally makes all attempts at unionization ineffective.” (Open Shop, 2009)

The United States Federal Government did not have collective bargaining

rights for Federal employees until President John F. Kennedy signed Executive

Order 10988 in 1962. Still, the Executive Order

undermined the union insomuch that the

employees had the right to join, assist or refrain

from joining the labor organization (University

of Michigan Library, 1962). This language in its

essence established the foundation for the open

shop environment in the Federal government.

Schnapper M (1920-1929) Courtesy of the Morris Schnapper Collection from the George Meany Memorial Archives



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Since 1962, the Federal Government has undergone many changes in its personnel

systems including the Civil Service Reform Act of 1978 and FAA Personnel

Reform in 1996. Yet Federal Government employment remains an open shop and

unions have no right to charge non member employees a service fee for

representational activities.

Federal employee unions such as the Professional Aviation Safety

Specialists (PASS AFL-CIO) are compelled, because of these provisions in the

law, to provide representation for all of the employees it represents regardless of

union affiliation (United States, 1988). The challenge for PASS has always been

developing a strong sense of solidarity among and to educate members and non

members alike about the advantages and necessity of union membership within the

framework of the open shop. Hartman addressed similar issues for NATCA: “The

challenge for a labor union, which is a social system itself, is to foster and

maintain the “shared common values” that endure effectiveness, growth,

motivation and commitment; while not alienating an individual member”

(Hartman, 2003). The “individual member” has considerable importance in this

context, if one believes that individualism is the contrarian view of unionism. The



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challenge Hartman refers to is significant, since the views he refers to are often

subjective personal feelings that individuals develop through life experience.

Factors Affecting Retention

Certain employee behaviors and attitudes affect a union’s ability to organize

(Clark, 2000, p. 33-36). In this case it is reasonable to assert these attitudes apply

to joining and remaining with a Federal sector union voluntarily. Dissatisfaction

with working conditions and job insecurity are the first factors Clark explores. In

2005 the Federal Aviation Administration began contracting out the work of 2500

Automated Flight Service Station Specialist through a government contracting out

process known as A-76 (Federal Aviation Administration, 2004). Despite the

efforts of the union, The National Association of Air Traffic Specialists (NAATS),

the employees never gained enough traction to defeat the “competitive” out

sourcing and all were fired from their jobs in 2005. In light of this event it appears

that Federal sector unions representing FAA employees might have something to

move forward with as they organize. Yet Clark reminds the reader that the threat of

job loss alone is not enough to secure a union vote (long term committed

membership in the case of PASS).



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The perception that Federal employment is “relatively” secure, however,

continues to obscure the union message that threats to the jobs of the members are

real. Indeed, Federal employees in the Federal Aviation Administration (and other

government agencies) have enjoyed relatively good job security for decades.

During recent new hire orientations conducted by PASS, 55% of employees who

were asked why they accepted the new position if they were already working

somewhere else and making more money, referred to the security of Federal

employment (Spero, 2009).

This statistic reinforces the perceived notion that employees have about

securing and retaining Federal government employment. Based on this strong

desire, it is clear that employees have a stake in the job as Clark describes (Clark,

2000, (p.36)), yet many only support the union if they believe the benefits will

exceed the costs (Hindman, Smith, 1993). This causes many to consider continuing

membership (or joining) from only a current financial aspect rather than assuring

the union stays viable and effective to help support this long term personal

investment. Employees that terminate their membership are fully aware that they

can enjoy the negotiated benefits without paying dues, but often lack a wide field

of vision as it pertains to long term employment and the stake they have in the job.



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PASS has not always been able to effectively communicate this aspect of union

membership to the March Madness participant.

Drawing parallels from retention in voluntary Federal unions to union

representational elections in the private sector, it is important to consider the

reasons employees desire to have union representation. Working conditions rather

than the nature of the work itself leads to an interest in unionization as referenced

by Paul F. Clark in a 1980 study entitled “Why Employees Want Unions” (Clark,

2000, p. 33). A classic example of adverse working conditions producing a

grassroots movement toward unionization unfolded during the Memphis sanitation

workers strike of 1968. The job action by the workers eventually brought in the

assistance and support of Dr. Martin Luther King Jr. The terrible conditions

imposed upon black garbage collectors (being forced to be garbage “collectors”

being one of the terrible conditions) was the impetus for their demands to have

collective bargaining rights. One of the sanitation workers, James Robinson, stated,

“Before the union, it was whatever they wanted to pay you. If they wanted to pay

you they did, if they didn’t want to they wouldn’t” (Honey, 2007, p.57).



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Working conditions vary for PASS FAA employees across the country.

Some employees work outside in the elements, and sometimes in dangerous

conditions, while others work in an administrative environment. Whether the

working conditions are affected by safety concerns, ergonomics or the requirement

to have specific credentials, such as an EPA license or commercial driver’s license,

PASS has considerable impact on assuring the agency complies with that

requirement.

The perception of the effectiveness of PASS is also a consideration that

employees will take into consideration when deciding whether or not to remain

members. Clark also uses data from the Brett study that shows if employees

believe the union is not “an effective means of dealing with workplace problems”

then it is unlikely they will support the union (Clark, 2000, p. 34). In the case of

PASS, moreover, it indicates likelihood the union member will consider

terminating his or her union membership if the parallel holds true. In confirming

this assertion, PASS need only to look toward the circumstances in right to work

states, where employees tend to give greater consideration to the perception that

their union has less influence to remedy workplace problems. Hence, the union’s



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membership and bargaining power are diminished as the incentives for

membership decline (Crawford, 2008, p. 29).

Not coincidentally, adversity requires union members to be more committed

to the cause of their union than ever. When anti-union legislation and animosity

toward labor become prevalent and powerful, the union must develop effective

strategies to counteract the injury to the movement. Without the necessary

resources to drive those strategies, the cycle of diminished union power

perpetuates and along with it, the membership.

The failure to communicate the union message can be frustrating. In 1972 as

organized labor was suffering a loss of union density across the nation, AFL-CIO

President George Meany was quoted in the U.S. News & World Report as having

said:

“Why should we worry about organizing groups of people who do not want to be

organized? If they prefer to have others speak for them and make the decisions on

their part, that is their right…I used to worry about the size of membership. But

quite a few years ago I just stopped worrying about it, because to me it doesn’t

make any difference.” (Turner, 2001, p. 157)



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Meany may have intended to express frustration at the changing perceptions

of workers and increasingly effective techniques being used to diminish labor’s

clout. If indeed he was engaging in hyperbole, and was masking his frustration at

the diminished power of labor, little has changed. This frustration is still echoed by

modern day PASS members who have been rejected by the exodus of members

leaving the union each year.

Some PASS bargaining unit employees feel that the effectiveness of Federal

employee unions are limited because of some the bargaining limitations in the

federal sector. Conversely, some workers join because of their awareness and

appreciation of union achievements. This can be especially true of workers with

more seniority that have an historic understanding of labor management struggles

(Chaison & Dhavale, 1992). In their paper, “The Choice Between Union

Membership and Free Rider Status”, Chaison and Dhavale point out that,

“Newcomers to the bargaining unit are less cognizant of the union’s achievements,

(and are) unable to compare working conditions before and after unionization.”

(Chaison & Dhavale, 1992)



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Although the prohibited subjects of bargaining in 5 USC 7106 (a) (United

States, 1988) do emphasize management’s rights, the union can and does have

sufficient ability to negotiate work rules and appropriate arrangements for

employees who are adversely impacted by a management decision. The difficulty

of sufficiently enforcing these rights can vary wildly across the national bargaining

units of PASS. One factor that affects this variance of enforcement can best be

described as the power actually afforded to the local representative of the union.

Local representatives of the union are sometimes limited by a handful of factors

that may reinforce the perception that the union lacks effectiveness. These include:

training from the union; experience; solidarity of the bargaining unit (and in some

case the membership itself); willingness to confront management; a commitment to

the position itself.

To be clear, local PASS representatives are not full time stewards or

business agents that work for the union. They are bargaining unit employees that

depend upon official time requests being granted in accordance with 5 USC 7131

(United States, 1988), or through a personal commitment to representing the

membership. Very often they have large workloads and in some cases are

subjected to more careful scrutiny by management if the representative is willing



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to exercise the union’s rights. This can mean the PASS Rep is often in the position

of setting an example of how do to their job better than most. In addition, the union

must use its resources effectively to train the PASS reps that wish to be effective. It

is critical these PASS representatives learn the factors which affect solidarity and

union membership as transformational figures, and have the willingness to practice

the skills when learned. There is little doubt that an effective committed local

leader can be the most effective barrier for PASS against the annual March exodus

(Clark, 2000, p. 175).

It would be a grave oversight to discount the opinions various workers have

about unions in general. As Clark points out these attitudes can serve as a

“gatekeeper function” to a workers ultimate decision to choose to support a union.

Source: Clark, 2000 (p. 35)



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In the end, regardless of the level of dissatisfaction with working conditions or

wages, prevailing attitudes about unions in general, color the worker’s frame of

mind as it pertains to the decision. This is well illustrated in Figure 3.2 of Building

More Effective Unions.

How the union initially recruits the employee are key factors in the

employee’s long term commitment to the union and thus a factor in avoiding

problems with retaining the member. It is a generally accepted concept that unions

need to make the case for membership in the early stages of a prospective

member’s employment, when the employee is the most impressionable (Clark,

2000, p. 57). Positive impressions of the union depend on several specific factors

and personal perceptions but as Clark points out, a well planned new member

orientation program can improve the likelihood that that the union will be seen in a

positive light by the prospective member (Clark, 2000, p. 59). In addition, the

orientation can be exceptionally effective if a union can gain access to the new

employees for a portion of the employer’s orientation. This can reduce costs to the

union and make the incoming employee aware of the role the union plays in the

labor management relationship that will soon be a part of (Clark, 2000, p.58).



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Developing member commitment at this early stage in the employee/union

relationship is paramount to retaining that employee as a member in the future.

There can be disadvantages to a poorly packaged new employee orientation.

By communicating the wrong message or appealing to beliefs that the prospective

member may not hold, the union risks alienating these potential members for the

long term. New workers have a dedication to their new employer and this should

not be discounted or overlooked by the union. Having a new job that has been long

sought after (as is the case for many Federal employees) is an exciting prospect for

many new workers. The union must be cognizant of this excitement by not giving

the appearance that it is asking workers to forfeit that loyalty by becoming

members of the union. Indeed, the union can benefit by recognizing that employees

may have a simultaneous commitment to both the employer and the union (Clark,

2000 (p 37). The same is not true for the employer however. It is possible for the

employer to paint the picture of the union 2 as less than desirable without

necessarily having the same negative impact on its reputation with all of the

employees. Hence it is important for the union not to allow the employer to define

the union to the new impressionable workers (Clark, 2000 (p 57).

2 This would be considered an unfair labor practice under the FLMRS 5 USC 7116 (a). The March Madness Struggle:


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Summary of Literature Review

PASS should recognize that the reasons any worker joins the union is

directly related to why they stay. Workers tend to emphasize the personal short

term cost benefit of union membership and rely upon perceptions of the union’s

effectiveness through their local view to make this assessment. It is critical to

begin developing member commitment through education of the representatives

and rank and file membership from the onset of their employment. Taking into

consideration Clark’s factors and supporting works of other scholars, there is

sufficient evidence to sustain that unions can establish criteria to target in the

recruitment and retention of union members.



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Methodology

In developing constructs to support the hypothesis that there are specific

reasons some PASS members terminate their union membership during March

open season, several questions were presented to 100% of the technical and 72% of

total membership of active PASS members in the Technical Operations bargaining

unit. The membership covers all 50 states, the Virgin Islands, Puerto Rico and

Guam. The fact is not disputable; some PASS Members do terminate their

membership every March. The PASS Executive Board plans for the possibility of a

seven percent loss of membership during this period annually.

The on line survey conducted through www.surveymonkey.com

consisted of 35 questions that established demographic, job, personal and

perceptive constructs and allowed for a substantial cross tabulation of data. The

cross tabulation initially narrows the focus into two groups; those members that are

strong union supporters and those members who have negative perceptions of the

union. Certain questions (such as those considering religious and political beliefs)

often stir emotion could discourage participation in the survey and were not

included.



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http://www.surveymonkey.com/

The survey asks the participants basic questions to establish certain

demographic statistics, and their personal union background and impressions of the

union. Additionally, questions about why they joined the union quit the union or

remain members of the union were presented. Members were given an opportunity

to respond to these particular questions in open text.

The survey asks questions about the impressions they believe co-workers

(members and non-members) may have about the union. This is followed by

questions that establish how well the respondent believes the union operates and if

they are receiving good service from the union. The survey concludes with

questions that endeavor to establish how educated the member is about the

operation of the union and their rights.

Results of Survey Data

The obtained data from the survey were compared to the criteria that Clark

asserts are the reasons employees vote for union representation in union elections

(Clark, 2000, p. 33-36). This establishes a foundation to determine reasons PASS



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members terminate their membership. By utilizing effectiveness of the union,

employee attitudes toward unions, concerns over job security, and dissatisfaction

over working conditions as a control factor, the conclusions drawn from the data

are consistent with repudiation or acceptance of the proposed hypothesis that there

are specific reasons some PASS members terminate their union membership

during March open season,

The career fields are the entire listing job classifications covered in the

PASS Technical Operations collective bargaining agreement. As shown in

Appendix I, question 1, 87% of the employees that responded are 2101 Airways

Transportation Systems Specialists.3 These employees are the vast majority of

employees covered by this collective bargaining agreement and the percentage of

respondents in this career field supports the demographic of the bargaining unit.

Those that responded as “other” (1%) were retiree members that received the

survey through their PASSMember.net email addresses.

The employee pay bands are based on the bands set in the FAA Core

Compensation plan (Federal Aviation Administration, 2009). Technical employees

3 All questions and responses are located in Appendix I and will be referenced only by the question number throughout the reminder of the data analysis. The March Madness Struggle:


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as defined by the PASS CBA are allowed to exceed the band maximum if an

annual increase guaranteed by the CBA increases their pay above that cap. These

technical employees are classified as 334 Computer Specialists, 802 Engineering

Technicians, 856 Electronics Technicians, and 2101 Airways Transportation

Systems Specialists. Survey results (question 2) indicate 65% of the employees

responding are H band and earn at least $48.100 per year, 23% are I band and earn

at least $58,500 annually.

2009 Pay Bands

Pay Band Minimum Midpoint Maximum

A $17,200 $21,100 $24,900

B $19,700 $24,100 $28,600

C $22,200 $27,800 $33,300

D $25,500 $31,900 $38,300

E $29,400 $36,700 $44,100

F $33,700 $42,100 $50,600

G $39,400 $50,200 $61,100

H $48,100 $61,300 $74,600

I $58,500 $74,600 $90,700

J $71,500 $91,100 $110,800

Source: Federal Aviation Administration

The survey also asks how many respondents are earning more than they

would earn as FAA employees without a collective bargaining agreement (question

3). Since the only employees that can be paid above the pay band are technical



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employees, the respondents are isolated to that group and there is no need to

establish which career fields this pertains to. The survey data when filtered to

establish which grades those employees hold, indicated that 35 (35% of H band

employees) earn more than $74,600; and 15 (41 % of I band employees) earn more

than $90,700, while 3 (67% of J band employees) earn in excess of $110,800. In all

53 respondents responded they are paid over the limit that employees without a

collective bargaining agreement are paid. This accounts for 38% of the technical

employees that participated in the survey. The difference between having and not

having a union contract is most evident for these employees since their pay would

have been limited when they first reached the top of the band. For many, this might

have resulted in no pay raise for several years.

Coupling geographic location (question 4) with responses to the question if

English is a second language (question 5), allows each respondent to provide

information that helps ascertain if regional or cultural aspects have a bearing on

their union background or commitment to the union. The three respondents that

confirmed English is a second language were not large enough to consider this as a

factor in the survey (2%). The geographic location has importance when analyzing

data over political attitudes and union lobbying efforts since it is often assumed



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that some geographic areas are more or less sensitive to certain partisan political

positions.

Joining and Leaving the Union

The survey also verifies if respondents have had other experiences with

unions (questions 6 & 7), but is inconclusive if those experiences were positive.

Correlating responses to this question, however, with those that provide a more

direct relationship with opinions about unions gives better insight to union

attitudes. By correlating the responses from those that decided to terminate their

union membership despite their union background to those with no union

background that have decided to terminate their membership shows a slight

difference. Of the 65 respondents4 that stated they came from a union background,

18 (27%) have terminated their membership at least once.5 However, 20% of those

with no union background have also terminated their membership at least once (18

out of 90). 6These data do not alone support the theory that union background

plays an important factor in retention, but shows some disparity in the raw data.

4 There is a subset of members that were both previous union members and had a union family background. This cross tabulation did not consider that subset alone. The total number of members that had a union background (one or the other) was 65. 5 This was determined by cross tabulating questions 5 and 6 with question 18. 6 Ibid The March Madness Struggle:


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Considered as a whole group of members that terminate their membership

however, 50% of those members that terminated their membership had no union

background whatsoever.

Although 19 respondents (12%) admitted to leaving the bargaining unit and the

union for temporary management details (question 18), only 2 of those respondents

did not know that they needed to file a new dues withholding form with the union

upon return to the bargaining unit to resume their membership (question 20). For

those respondents that have never left the union for a temporary management

position, 42 (35%) were not aware of this requirement. This might indicate that

these respondents did not have a key piece of information that can affect union

retention. The survey may have educated these respondents to this fact.

Additionally, the reasons given by respondents that had prior union experience

for terminating their membership7 are grouped to simplify and measure those

responses. The responses are sanitized to remove any personal comments that

might identify the respondent.

7 The survey provided an open text response in question 21 for respondents to explain why they terminated their membership. The March Madness Struggle:


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The responses (See Appendix II) were categorized into four areas. These

correspond to the factors referenced in the literature review of this paper. The

categorization was based on the response and applied to the following criteria:

• Union opinion (OP), (or attitude) which indicates the member, expressed

specific opinions about the union movement or the union in general to

support their position. These responses, if positive, would include “the right

thing to do” or “I am a union supporter.”

• Dissatisfaction (DIS) indicates a concern or dissatisfaction about a condition

of employment such as management abuse or a lack of fairness or equity.

• Job Security (JS) expresses a belief by participants their job might be in

jeopardy for various reasons.

• Union Effectiveness (EFF) is associated with responses that show the

service provided by the union is desired, or criticized.

It’s important to note that the measurements from question 21 are subjective;

however, certain phrases and ideas expressed by the respondents are clear and meet

the aforementioned criteria. To assure the respondent’s phrases and ideas regarding

their departure from the union were captured, multiple categories were considered



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since some of the respondents had multiple reasons for terminating their

membership. Fifty percent of union background respondents claimed

ineffectiveness of the union as their main reason for terminating membership (5

out of 10); 2 claimed personal financial constraints; 2 had changed their opinion of

the union and 1 believed the union itself was a threat to his/her job security.

The comments left as reasons for withdrawing union membership indicate that

the respondents perceived a union that was not interested in their issues and

concerns. A few samples of the responses that reveal ineffectiveness included:

“My rep only did things for him and his friends turned me off” (sic); and “I had

a grievance with my non-selection of a job in 1993 which I was not selected for.

I was later told that the union decided not to spend the money on the grievance

and I was a dues paying member so I with drew the next week and didn’t rejoin

until about 10 years later.”

Of the 25 total responses (including those with no union background) that were

provided from respondents that terminated their membership, 13 (52%) claimed

effectiveness of the union as a factor in their termination, 12 (48%) stated their



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opinion of the union was tainted in some way, 4 (16%) claimed a concern that the

union was not providing job security, and 2(8%) claimed personal financial

concerns and were unable to be categorized. Forty-five percent of the respondents

that terminated their membership took more than six months to rejoin the union.

The reasons for terminating membership appear to be consistent regardless of

union background and history. Effectiveness of the union and attitude toward the

union appear to be of paramount importance to those members that have

terminated their membership.

Insight to when respondents joined the union is established in question 12 of

the survey. Almost ½ (48%) joined the union in the first year. Of those that joined

in the first year, 62 % (45 respondents) said they received a new hire orientation

from someone in PASS and 47% (35 respondents) said the orientation was either

well done or professional (through cross tabulation with question 10). Of those that

responded favorably to new hire orientation, 69% (24 out of 35) have been

members for more than 5 years; with 15 respondents having between 10 and 20

years with the union.



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Comparing these data with those who did not join the union until they had

been employed for at least 5 years (question 8) shows some interesting contrasts.

Twenty-seven respondents were in this category and only 4 (11 % of this group)

stated that they had received an orientation that was at least adequate. Sixty percent

had no family history with unions and 78% had never been a member of another

union. These data imply that a good first impression is a key factor in retaining

membership. Interestingly almost 1/3rd of respondents (46) stated that no one asked

them to join the union in their first year of employment.

The survey asked directly (question 11); “Why did you join PASS?” Almost

all of the respondents gave an answer to this question and these responses are

captured in Appendix III. The same measurement technique is used as was used for

Appendix II. As previously noted, multiple categories were applied to responses.

The breakdown included respondents that not only referenced the categories

established, but combinations of the categories.

Thirty-one respondents (20%) claimed some degree of dissatisfaction with

working conditions; 66 respondents (44%) decided that the effectiveness of the

union was a reason for joining the union; 54 (33%) had a positive opinion of



29

unions in general that led to their joining PASS and 21 (14%) claimed that job

security was a factor in joining the union. The data show that most respondents

emphasized the effectiveness of the union, from a service perspective, to be the

most relied upon factor for joining. The data support the hypothesis that job

security is not a great concern for the respondents despite threats to government

employees through contracting out of their work. Job security concerns are

subjective. For an employee to have a true appreciation of the possibility of losing

their job to a contractor, the employee would need to have a better than average

understanding of the political aspects of the lobbying power of private industry.

The low number of employees that consider this to be a serious threat is indicative

of the government’s cleverness in appraising the use of contractors.

Again the comments (in this case for joining the union) emphasize effectiveness

as a major theme. Examples of these responses included:

“Representation for pay and benefits, the more people the louder voice.” and

“I thought PASS would help maintain a fair shake for the employee. Provide

legal representation if required.”



30

Member Education and Activity

The level of knowledge workers have about the union and their rights can

impact their opinion and attitude toward the union and give a better sense of how

effective the union is. At least 78% of respondents considered themselves active

members (question 14). No criteria were identified to provide respondents with

information to make that determination; therefore, the data are relative to each

respondent’s standard for union activity. However 59% of the respondents

identified themselves as a union representative, chapter officer, chapter or national

committee member. The fact that they participated in the survey itself seems to

confirm the claim of their activity (since this number does not reflect that actual

percentage of members that participate at that level.) The remaining participants in

the survey identified themselves as rank and file members. Sixty-one percent of

respondents had participated in legislative, safety; organizing, chapter or

representational training that was provided by the union (question 35). Only 49%

of all respondents, however, were PASS PAC contributors (question 16). Of those

that did not contribute to the PASS PAC, 34 respondents were from Northeastern

states, (53% of this group) 15 were from Southern states (42% of this group), 17

were from Midwestern states (55% of this group), 10 were from Southwestern



31

states (58% of this group) and 1 was outside the continental United States (100%

of this group). Unexpectedly, the highest percentage of PASS PAC contributors

that participated in the survey were from Southern states, which are traditionally

considered to be less sympathetic to organized labor political agendas and

candidates.8

Respondents generally responded that they felt education about the union

and opportunities to obtain that education were either imparted or available. Sixty-

five percent of respondents stated that their union representative had training from

the union (questions 26 and 27); Seventy-six percent (111 respondents) stated that

the union provides them with opportunities to volunteer for the union (question 29)

and a similar number (114 respondents) had a copy of the union’s constitution

claimed to understand how the union operates (question 32). Additionally 138

respondents (93%) stated they had a copy of the union contract and knew their

rights (question 33). This too is relative to the respondent since the contract articles

are comprehensive (eighty article and additional appendices) and 19% pointed that

they did not know they were excepted service employees in the Federal

8 Data from question 16 were cross tabulated with data from question 4. The March Madness Struggle:


32

Government (question 34).9 Excepted service is a fundamental component in the

employment of the respondents and a lack of comprehension of this fact indicates

they may not understand their rights.

Member Attitudes and Opinions on Effectiveness

Impressions from respondents are broken down into separate criteria in order

to establish trends and understand where concerns are focused. The criteria are:

The union’s national leadership, stewardship and policies; local leadership and

professionalism; and attitudes of other rank and file members as communicated to

the respondents. This is subjective but has importance since these impressions can

affect the attitudes about the union in the local work centers.

The stewardship of the Executive Board was considered by asking

respondents to agree or disagree with particular statements about the union’s

policies and effectiveness (question 28). The questions disseminated legal,

financial and internal activities such as lobbying and organizing. Initially, 82% of

respondents either agreed or strongly agreed whether the union did a good job

9 Excepted service means that the agency is excluded from the competitive civil service procedures and has its own hiring system outside of the competitive process other Federal Agencies use. The March Madness Struggle:


33

managing the union’s funds, but 29% (43 respondents) thought union dues were

too high.10

More than 85% of all respondents believed PASS made good legal decisions

and had an effective legislative department. The latter is curious however since

30% of respondents disagree with the candidates PASS endorsed at least 50% of

the time. Yet, 43% of those that agree either most of the time or 100% of the time

with the candidates PASS endorse are not contributors to the PASS Political

Action Committee (PASS PAC) (cross tabulating question 28 with question 16).

Thirteen (9%) respondents agreed most of the time with the candidates endorses

but did not know what the PASS PAC was (cross tabulating question 30 with

question 16). The union’s organizing department was rated as effective by 63% of

the respondents. One hundred thirty four respondents believe the union does a

good job addressing safety issues. Twenty-four percent of respondents (36

respondents) were dissatisfied with their pay and/or benefits that were provided in

the collective bargaining agreement; 8 of these respondents are being paid outside

the pay band and would make less money if they did not have a collective

bargaining agreement (cross tabulating question 28 with question 3). Almost one-

10 Union dues for PASS members is 1.25% of base pay The March Madness Struggle:


34

third (47) of respondents felt the union did not communicate issues in a timely

manner.

Participants in the survey were almost split on their opinion of whether

national issues (51%) or local issues (49%) were the most contentious for union

members (question 24). As they considered the same question for non dues payers

(question 25), the numbers were more skewed to local issues being more

contentious (57%) rather than National issues (43%). It appears that from the data,

despite the disquiet over which issues are most contentious, that most respondents

feel the union is operating effectively at the national level. The greatest concerns

were about the organizing department and pay/benefits. The impressions

respondents have regarding non dues-payers however, indicates that local issues

are the greatest concern of those who do not pay dues. This could have an impact

upon retention during the termination open season.

Question 22 expounds on the data of local issues and concerns by asking

about impressions of how effective the union is and what attitudes are embraced by

the respondents. Fifty-seven percent of respondents stated that there is not much

discussion about the union in their workplace, 15% said there is considerable



35

pressure from either non-members or management not to be a union member and

28% agreed that there is considerable pressure from other employees to be a union

member.

To put this into context, one needs to consider that 45% of the respondents

(67) believe that non dues-payers that have poor impressions of the union are well

respected in their work centers and 57% (86 respondents) agree that stories about

bad experiences employees had long ago with the union persist. 81% however,

agree that union members that have a good impression of the union are well

respected in the work centers (question 23).

Just over 77% agree that their union representative is well trained and knows

the union contract, and 85% feel as though the union representative presents a

professional face for the union and respect the union leaders in their area (question

26). Eighty-four percent believe that grievances are handled professionally and

properly in their area.



36

Conclusion of Survey Data

The original question, “Why do PASS members terminate their

membership?” when compared to the responses in this survey, supports the theory

that four criteria have profound effects on the reasons workers decide against

unions. By considering the data presented by Clark and applying it to the

responses PASS respondents gave in the survey, it can be concluded that PASS

must reallocate resources and prioritize specific areas if the union is to be

successful during future “March Madness” periods,

Effectiveness

Participants in the survey clearly referenced the effectiveness of the union as

a key factor in their consideration of membership in the union. As was referenced

in the responses of why the respondents originally joined, the responses leaned

heavily toward effectiveness in one manner or another. For those that had

terminated their membership and described effectiveness of the union as the key

factor, the context of their explanations has a common theme that the union was

not performing up to expectations locally.



37

Survey participants that joined the union and described the union’s

effectiveness as their main reason for joining often allude to fairness and justice

being more effective if they were to support the organization. The common theme

was overwhelmingly slanted toward the opinion that greater numbers provide for a

more effective labor union.

There are no data to support that those who terminated their membership did

not believe this tenet; however, it is more likely that they did not believe they were

achieving it through the organization. As many of the members that terminated

their membership pointed out, they perceived certain aspects of fairness and justice

to be missing from their day to day work lives and saw no remedy to reinstate it.

Overall the data confirm the hypothesis that union effectiveness in resolving

matters, enforcing the collective bargaining agreements and statute is one of the

reasons PASS Members terminate their union membership.



38

Job Security

There is not an overwhelming concern over job security from most of the

participants of the survey. However, through a careful review of the data, it is clear

that workers with ten years or less time in the agency believe job security to be the

greatest threat. But, since many other survey participants do not see the contracting

out of their work as an “immediate threat”, there appears to be a lack of urgency on

their part to react with a measure of concern in the short term. In the long term,

they may feel secure personally and have little interest in prioritizing the matter.

Many government employees feel secure in their positions due to the general

stability of the government. This fact remains despite FAA efforts to contract out

large segments of work that is in development. The variable that has not yet been

explored may be the gradual approach to these efforts by the FAA which does not

alarm workers.

As a whole, the data do not confirm the hypothesis that concerns over job

security is one of the reasons PASS Members terminate their union membership.

The data do not refute the hypothesis, however, and more specific data are needed



39

to research the topic. The target group for this survey may not have been narrow

enough to determine if the matter is a concern for workers in a specific

demographic group that has a long career ahead of them. It is therefore not

conclusive if job security is a reason for PASS members to terminate their

membership.

Attitudes and Opinions Toward Unions

There was no clear distinction that union membership in another union or

family bias towards unions was a retention factor for PASS members that

participated in the survey. Moreover, there was a strong tendency to change

opinions toward the union because of effectiveness concerns. Many participants

were strong union supporters, and this manifested itself through a desire to see

fairness and justice in their employment. There did not appear through the data that

there was a “blind allegiance” to labor and labor issues by the PASS participants in

the survey. Additionally, the data shows a trend that members with union

backgrounds can have significant changes in member attitude based on the

effectiveness of the union. This is significant since it may indicate that members



40

with a union background may expect more from the union than those with no

union background at all.

Most opinions were changed by some aspect of service to the members. In

some cases the service was an intervention by the union which caused the

participant to join PASS. On the contrary, it was the failure to act on an issue or a

pattern of issues that had not been addressed by the union that caused a member to

terminate their membership. In either case, the attitude toward the union changed

in a manner that affected retention positively or negatively and affects the union’s

retention during the “March Madness” period. The data confirms the hypothesis

that PASS Members terminate their membership due to negative attitudes and

opinions about the union. This survey however confirms that the negative attitudes

come from an unexpected group of members.

Dissatisfaction with Working Conditions

Survey participants claimed that dissatisfaction with working conditions was

a factor in their reasons for joining the union, but this category does not frame the

argument about why they would leave. Indeed, the inability of the union to resolve



41

a poor working condition leads to members terminating their membership, but this

is a factor that is associated with effectiveness. As far as retention is concerned

dissatisfaction with working conditions is an end rather than a means.

Participants in the survey did identify working conditions to be a factor in

recruitment, but it was in third place (20%) and generally speaking, once the

working condition is improved members have nothing else to rely on to determine

local union effectiveness as time marches on.

The data do not confirm that dissatisfaction over working conditions is a

factor in PASS members terminating their membership. Given the fact that the data

to determine this are subjective, a separate study would be required to determine

how dissatisfaction in working conditions leads to members terminating the

membership.



42

Recommendations

Based on the data and conclusions the following recommendations are made

to the PASS Executive Board. The recommendations if followed and adhered to,

should result in a higher annual retention factor with long term member

commitment as the core principle.

Recommendation I

PASS should develop a member education program at the State Chapter level

that assures all members have an awareness of how the union operates and why.

Members should know who the union’s leaders are and how to communicate with

them. Additionally, the program should address grassroots activism in legislative

affairs, the PASS PAC and how to more affectively communicate victories and

effectiveness of the union. Members should understand how to reference the

union’s constitution, their collective bargaining agreement and the rights under the

statute. The member education program should be consistent with National

involvement in the establishment of the curriculum. Chapters, however, should

have some involvement as the delivery point in this effort and should utilize



43

members that have the skills, knowledge and abilities to assist with the

presentation of the information.

Recommendation II

PASS should develop standardized Representative training that addresses rights

and responsibilities of the PASS Representative and emphasizes standards which

portray a professional image of the union. It is very important that PASS recognize

how the standards of representational authority affect the representation of the

union and give the representatives opportunities to further their knowledge of the

labor movement and leadership skills through expanded seminars and on-going

training programs provided by the union. The on-going programs and educational

opportunities can be delivered through on-line internet methods.

Recommendation III

New hire orientation programs should be rigidly adhered to regardless of the

delivery location. Consistency and a clear message that emphasizes an effective

union that represents fairness and justice will be the most effective approach.



44

PASS can develop this program through on line internet delivery of an introduction

video. Members with previous union experience or family history with unions

should be mentored since their acceptance of the labor message might be an

essential element in building a strong union representative or Chapter officer.

Additionally, new members should be provided with opportunities for

mentoring and early education about the union movement. The Technical

Operations bargaining unit employees spend an extraordinary amount of time in

Oklahoma City, Oklahoma for technical training schools after their initial

orientation. This mentoring can be facilitated through continued exposure to the

union at regular union meetings in Oklahoma City. Long term membership has its

roots in a good first impression, knowledge and commitment. A commitment to a

stable new hire orientation program will improve retention in the long term.



45

Sources:

Bronfenbrenner, K., & Hickey, R. (2004). Changing to Organize; A National Assessment of Union Strategies. ILR Articles & Chapters. Cornell University. Retrieved March 25, 2009 from http://digitalcommons.ilr.cornell.edu/articles/54/ Chaison, G., & Dhavale, D. (1992, Fall92). The Choice Between Union Membership and Free-Rider Status. Journal of Labor Research, 13(4), 355-369. Retrieved March 17, 2009, from Business Source Premier database. Clark, P. F. (2000). Building more effective unions. Ithaca: ILR Press. Crawford, J. (2008). Organizing Public Safety Unions in “Right to Work States” Unpublished thesis, National Labor College, Silver Spring, MD Federal Aviation Administration (2004, September). Automated Flight Service Stations Preparing for the Future and A-76. Retrieved from http://www.faa.gov/library/office_publications/a76/view/a76_brochure.cfm on March 25, 2009 Federal Aviation Administration (2009) HRPM Reference Materials – Core Compensation Pay Bands. Retrieved from https://employees.faa.gov/org/staffoffices/ahr/policy_guidance/hr_policies/hrpm/comp/comp_ref/paybands/ on April 16, 2009. Schnapper, M (1920-1929) RG RG96 - Still Images - Col RG96-004 - Morris B. Schnapper - Series 1 - Reference Files, 1700-1980 - SubSeries 1 - Chronological Reference Files, 1700-1979 George Meany Memorial Archives, Hartman, D. (2003). Picking at Scabs: A Successful Federal Union and the Challenge of Full Membership Unpublished thesis, National Labor College, Silver Spring, MD. Hindman, H., & Smith, C. (1993, Fall93). Correlates of Union Membership and Joining Intentions in a Unit of Federal Employees. Journal of Labor Research, 14(4), 439-454. Retrieved March 17, 2009, from Business Source Premier database. The March Madness Struggle:


46

http://digitalcommons.ilr.cornell.edu/articles/54/

http://www.faa.gov/library/office_publications/a76/view/a76_brochure.cfm

https://employees.faa.gov/org/staffoffices/ahr/policy_guidance/hr_policies/hrpm/comp/comp_ref/paybands/

https://employees.faa.gov/org/staffoffices/ahr/policy_guidance/hr_policies/hrpm/comp/comp_ref/paybands/



47

Honey, M. K. (2007). Going down Jericho Road: The Memphis strike, Martin Luther King's last campaign. New York: W.W. Norton &. Hoyle, R. H., Harris, M. J., & Judd, C. M. (2002). Research methods in social relations. Fort Worth, TX: Wadsworth OPEN SHOP. (n.d.). Retrieved March 19, 2009, from Funk & Wagnalls New World Encyclopedia database. Professional Aviation Safety Specialists (PASS AFL-CIO) (2008) PASS Strategic Plan. Washington, D.C.: PASS Turner, L. (2001). Rekindling the movement: Labor's quest for relevance in the twenty-first century. Ithaca [u.a.]: ILR Press.

United States. (1988). The federal service labor-management relations statute (Title VII of the Civil Service Reform Act of 1978). Washington, D.C.: The Authority. University of Michigan Library (1962) Executive Order 10988 Retrieved from: www.lib.umich.edu/govdocs/jfkeo/eo/10988.htm (retrieved on 4/06/2009)

http://www.lib.umich.edu/govdocs/jfkeo/eo/10988.htm












































Appendix I

PASS Membership Survey:

Questions and Response Data

PASS Membership Survey Q.1 What is your current career field?

Answer Options Response Frequency

Response Count

399 Student Trainee 0.0% 0 303 Misc. Clerk & Assistant 1.3% 2 318 Secretary 0.7% 1 344 Mgmt/Program Clerical Assistant 0.0% 0 018 Safety & Occupational Health Mgmt 0.0% 0 028 Environmental Protection Specialist 0.7% 1 301 Misc Administration/Program 0.0% 0 341 Administrative Officer 0.7% 1 343 Management and Program Analyst 0.0% 0 346 Logistics Management 2.0% 3 501 Financial Administration and Program 0.0% 0 690 Industrial Hygiene 0.0% 0 809 Construction Control 0.0% 0 334 Computer Specialist 1.3% 2 391 Telecommunications 1.3% 2 1825 Aviation Safety 0.7% 1 802 Engineering Technician 0.0% 0 856 Electronics Technician 3.3% 5 2101 Airways Transportation Systems Specialist 86.8% 132 Other (please specify) 1.3% 2



1

PASS Membership Survey

Q.2 What is your current pay band?


Response Count

A 0.0% 0 B 0.0% 0 C 0.0% 0 D 0.0% 0 E 2.6% 4 F 0.7% 1 G 4.6% 7 H 65.1% 99 I 23.7% 36 J 3.3% 5


Q.3 Are you currently being paid above the FAA pay band for your job?


Response Count

Yes 34.9% 53 No 57.9% 88 I am not eligible to pay above the band 7.2% 11



2


Q.4 Where is your work center geographically located?

Answer Options

Northeastern State

Southern State

Midwestern State

Southwestern State

Pacific Northwestern

State Western

State Non

conus

Response Count

Please select one area 64 35 31 17 0 3 2 152


Q.5 Is English your first or second language?


Response Count

First 98.0% 149 Second 2.0% 3



3


Q.6 Do you come from a Union background? (were one of your parents or grandparents a Union Member)


Response Count

Yes 40.4% 61 No 59.6% 90


Q.7 Have you ever been a Member of another Union?


Response Count

Yes 38.4% 58 No 61.6% 93



4


Q.8 When did you first decide to join PASS?


Response Count

In your first year of employment 48.3% 73 Less than 2 years after first being employed 21.9% 33 Less than 5 years after first being employed 11.9% 18 Between 5 and 10 years after first being employed 11.9% 18 More than 10 years after first being employed 6.0% 9


Q.9 Did you receive a PASS new hire orientation from anyone?


Response Count

Yes 45.0% 68 No 37.1% 56 Don't recall 17.9% 27



5


Q.10 If you did receive a PASS new hire orientation from a PASS Member was it:


Response Count

Professional and well thought out 17.2% 26 Well done but lacked a professional flare 13.9% 21 Adequate, but did not address many of my questions 12.6% 19

Poorly done 3.3% 5 N/A; did not receive orientation 53.0% 80


Q.11 Why did you join PASS?

Answer Options Response

Count

* Survey responses attached as Appendix II 151



6


Q.12 How long was it after you were first hired that someone asked you to join PASS?


Response Count

Your first day of work 11.3% 17 Your first week of work 19.9% 30 Less than six months 23.2% 35 Within the first year 15.2% 23 More than a year 9.9% 15 More than 3 years 7.3% 11 No one ever asked, I joined on my own 13.2% 20


Q.13 How many years have you been a member of PASS?


Response Count

Less than a year 0.7% 1 Less than 2 years 6.0% 9 Less than 5 years 16.6% 25 Between 5 and 10 years 27.8% 42 Between 10 and 20 years 38.4% 58 More than 20 years 10.6% 16



7


Q.14 Do you consider yourself an active member?


Response Count

Yes 78.1% 118 No 11.3% 17 Not sure 10.6% 16


Q.15 Are you:


Response Count

A PASS Rep 57.6% 87 A Chapter Officer 10.6% 16 A Chapter Committee Member 9.3% 14 A National Committee Member 4.6% 7 A Rank and File Member 41.1% 62



8


Q.16 Are you a member of the PASS PAC?


Response Count

Yes, I am a Silver PASS PAC contributor. 13.9% 21 Yes, I am a Gold PASS PAC contributor. 9.9% 15 Yes, I am a Diamond PASS PAC contributor. 9.9% 15 Yes, I am an Emerald PASS PAC contributor. 15.2% 23 I am not a PASS PAC Contributor. 34.4% 52 I do not know what the PASS PAC is. 16.6% 25


Q.17 Have you ever dropped out of the Union by accepting a temporary position outside of the PASS bargaining unit?


Response Count

Yes 12.6% 19 No 87.4% 132 Yes more than once 0.7% 1



9


Q.18 Have you ever voluntarily withdrawn your PASS Membership during open season?


Response Count

No 75.5% 114 Yes 23.8% 36


Q.19 After you returned to the bargaining unit or decided to rejoin PASS, how much time had elapsed before you rejoined PASS?


Response Count

I rejoined immediately 5.4% 2 Less than one month 2.7% 1 Less than 3 months 5.4% 2 Less than 6 months 5.4% 2 More than 6 months 45.9% 17 N/A 35.1% 13



10


Q.20 Did you know that if you leave the bargaining unit you are not automatically re-enrolled in the Union upon your return to the BU unless you sign another 1187 form and sent it to PASS upon returning to the BU?


Response Count

Yes 70.9% 107 No 29.1% 44


Q.21 Do you plan on continuing your PASS membership? If so, why and if not, why?


Response Count

Yes 84.8% 128 Not sure 13.2% 20 No 2.0% 3 Please explain. ** Responses contained in Appendix II 95



11


Q.22 What is the opinion of PASS in your work center?


Response Count

There is considerable pressure in my work center to be a member from fellow employees.

27.8% 42

There is considerable pressure in my work center NOT to be a member from the other employees

13.9% 21

There is considerable pressure in my work center NOT to be a member from management.

1.3% 2

There is not much discussion about the Union. 57.0% 86



12


Q.23 More About PASS in the Workplace:

Answer Options Strongly

Agree Agree

Neither Agree or Disagree Disagree

Strongly Disagree

Response Count

I often hear stories about the Union from long time employees that had bad experiences with PASS years ago.

25 61 0 55 10 151

Employees that have a poor opinion of the Union and are not PASS Members are well respected in my work center.

13 54 0 71 13 151

Employees that have a good opinion of the Union and are PASS Members are well respected in my work center.

30 92 0 25 4 151



13


Q.24 Local Impressions of PASS (Members)


Response Count

National issues are the most contentious for MEMBERS. They seem to focus on what is happening nationally and don't pay much attention to what PASS is doing locally.

51.0% 77

Local issues are the most contentious for MEMBERS. They seem to focus on what is happening locally and don't pay much attention to what PASS is doing nationally.

49.0% 74


Q.25 Local Impressions of PASS (Non-Members)


Response Count

National issues are the most contentious for NON-MEMBERS seem to focus on what is happening nationally and don't pay much attention to what PASS is doing locally.

43.0% 65

Local issues are the most contentious. NON-MEMBERS seem to focus on what is happening locally and don't much attention to what PASS is doing nationally.

57.0% 86



14


Q.26 Professionalism


Agree Agree


Strongly Disagree

Response Count

My Local PASS Representative is well trained and knows the Union contract.

31 85 0 29 5 150

My Local PASS Representative presents a professional face for the Union

34 94 0 19 3 150

I have respect for the PASS leaders in my area

42 86 0 18 4 150

Grievances are handled professionally and properly

38 88 0 18 6 150



15


Q.27 What type of knowledge and/or education does your Union Rep have in labor relations?


Response Count

My Union Rep has had training from the Union. 64.7% 97

My Union Rep has formal labor relations training from another Union.

0.7% 1

My Union Rep has learned everything they know on their own.

10.0% 15

My Union Rep has had formal training through a college, university or institute.

2.0% 3

I don't know if my Union Rep has any labor relations training.

22.7% 34



16

PASS Membership Survey Q.28 PASS National Office and Executive Board


Agree Agree


Strongly Disagree

Response Count

I am currently satisfied with the pay, benefits and

provisions the Union has negotiated for me in my

collective bargaining agreement.

35 79 0 25 11 150

I believe the Union's funds are well managed. 18 106 0 23 3 150

The Union does a good job selecting arbitration cases

that affect the rank and file and defend the contract.

34 96 0 20 0 150

The Union's legal department does a good job presenting arbitration cases.

46 90 0 14 0 150

PASS does a good job addressing safety issues. 34 100 0 15 1 150

PASS has an effective legislative department. 34 93 0 23 0 150

PASS effectively endorses candidates for office that support PASS and labor

issues.

35 93 0 18 4 150

PASS has an effective organizing department. 15 79 0 52 4 150



17


Q.29 PASS Communications:


Agree Agree


Strongly Disagree

Response Count

The Union and my Chapter provide me with many opportunities to volunteer for PASS

27 84 0 35 4 150

The communication I receive from PASS is very good. I generally hear what is going on in a timely manner

23 80 0 38 9 150

I know where to go to find information about PASS

42 93 0 15 0 150


Q.30 I agree with the candidates PASS endorses and supports:


Response Count

100% of the time. 8.0% 12 Most of the time. 55.3% 83 About 50% of the time. 17.3% 26 Less than half of the time. 13.3% 20 Never. 6.0% 9



18


Q.31 My Union dues are:


Response Count

Not enough, PASS should raise my dues 1.3% 2 Just right. 70.0% 105 Too much, PASS should lower my dues. 28.7% 43


Q.32 I have a copy of the Union Constitution and understand how the Union operates.


Response Count

True 76.5% 114 False 23.5% 35



19


Q.33 I have a copy of my Union contract and know my rights that PASS has negotiated for me.


Response Count

True 92.6% 138 False 7.4% 11


Q.34 I understand that I am an excepted service employee of the Government (FAA employees only) and that I am no longer covered by Title 5 (with a few exceptions)


Response Count

Yes 81.2% 121 No 4.7% 7 I don't know what Title 5 is 10.1% 15 I don't know what excepted service is 4.0% 6



20

The March

Why PASS Mem

Madness Struggle:

bers Terminate their Union Membership?

21


Q.35 I have attended:


Response Count

PASS Rep training given by PASS 57.7% 86 Safety Training through my Membership with PASS 24.2% 36 An organizing workshop given by PASS 21.5% 32 A legislative workshop given by PASS 26.2% 39 A Chapter Officer's workshop given by PASS 11.4% 17 No workshops or training offered by PASS 30.9% 46

Appendix II

Categorization of Why Union Supporters Terminate Membership

Category Union Background (answered yes to family had union ties)

Reason for Termination

EFF Disappointed in Union leadership and union outreach to remote and small SSC members.

OP I did not agree with the national and especially the local leadership

JS

I felt PASS was not supporting those in my job classification. I felt that the technicians were the main ones to benefit from PASS, the rest of us were merely putting our "2 pennies" in the pot and just getting a pat on the head…. But since then I have rejoined. I have realized that it is necessary to join in order to protect my position, my self esteem and job.

Inconclusive Tight on money at the time. Only out for 1 year.

OP Because the local president at the time was so concerned about his personal relationship with the Sector manager that he in a sense became a manager himself. When he was voted out, I came back into the union.

JS/OP The time when PASS was forming a company to do our job as they figured they were going to be contracted out anyway. I did not support my dues supporting union officers becoming the people they were to guard against! When they dropped that stupidity I rejoined.

Inconclusive Temporary insanity!

OP PASS Headquarters moved to Florida and their mission should be in DC

JS/OP

I felt that as an admin employee I did not get the same benefits from the union as technical employees receive. I usually go to all the meetings in my area and I still feel about the same way. I rejoined because as I said I firmly believe that we need Unions in the workplace that they do in some way help the working man.

EFF I had a grievance with my non-selection of a job in 1993 which I was not selected for. I was later told that the union decided not to spend the money on the grievance and I was a dues paying member so I with drew the next week and didn’t rejoin until about 10 years later.



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Category

Union Background (answered yes to was a member of another union)

Reason for Termination

EFF/OP

To be honest when I first joined the union I really didn't get the support from my local union brothers and sister which was one of the reasons why I had quit. But then after a couple a years later I realize that if I didn't get back in I was going to be doomed. Now that I am an active member and union rep I have learned a lot and even thought I really don't get the support from the local members, I am grateful to my Reps who are there when I needed them.

EFF/OP

I recently resigned from the union because my local and SMO rep did not represent my best interests in the recent workload assignment. They used their personal relationship with the manager to make sure that none of the workload from a retiring technician fell to them. They put their best interest before the membership, making sure no grievances get filed against the manager. The local rep has a responsibility for a system that everyone is going to training on, but him. I wanted to support the Union through the upcoming contract negotiations, but these actions are too much to stomach. I am sure I am not the only PASS member resigning due to the union rep in bed with the management.

EFF It's been so long, I can't remember. It was over something that wasn't resolved to my satisfaction. I believe, most quit for the same reason.

OP BECAUSE OF THE PASS FACILITY REP AND SMO REP THERE WAS A BUNCH OF PASS MEMBERS WITHDREW BECAUSE OF THEM.

EFF Dues were too high.

OP I got pissed off at someone who was misusing their Union position. It was stupid of me to get out. I got back in after a few months.

JS YES, DURING THE TIME WHEN PASS WAS TRYING TO HAVE THIER OWN CONTRACTING COMPANY.

EFF I RESIGNED PASS ONCE BECAUSE THE PASS REP AT THE FACILITY WAS NOT SUPPORTIVE TO HELP ME WITH MY PROBLEMS, BUT I REJOINED LATER WHEN THERE WAS NO PASS REP.

EFF/OP

Trying to get my families financial life back in order. So we are trimming the fat by canceling any and all payments that we can do without. Also was not pleased that the Union is a strong supporter of Obama. I do not agree with any of his socialist policies and feel he is taking our country down and very bad path. Also, being at a remote site I have not seen much benefit in being a Pass member. I don't see much bang for my buck.

EFF/OP I feel that most of the Pass reps are doing it to further their own career instead of for the good of the union and have seen many examples of this.



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EFF I did not feel nor do I feel PASS represents the best interest of FAA or its membership.

EFF Pass in my area is not very active.

EFF/OP My rep only did things for him and his friends turned me off.

EFF I felt that my rep and the regional leadership were ineffective and rarely if ever communicated with me.



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Appendix III

Reasons PASS Members Joined the Union

Category Reason for joining PASS

DIS Management problems

DIS Management did not care about my rights.

DIS

Primarily to be afforded Protection Against the Abuse Of FAA Management of its employees. Life is Difficult enough without having to Tolerate incompetence from Type A Egotistical people in our Agency. They Believe that their jobs would be Safe without us. This Arrogance keeps these people from actually realizing that without the Skilled workforce we would not have the Air Traffic Control System that we Have Today.

DIS Heavy Handed management of the 80's. Protection from BAD managers.

DIS It appeared to be the only thing keeping management from running the FAA like the military.

DIS

Prior to joining PASS, I became involved in a disagreement with my manager. I contacted PASS and the situation was resolved. Prior to contacting PASS, a non-member coworker suggested I get the union involved. He stated that the union is required to represent both members and non-members. I STRONGLY disagree! Non-members should realize that the benefits we currently enjoy are the result of the bargaining power of PASS; NOT from the graciousness of the FAA.

DIS For representation on key issues. Mainly pay.

DIS Merely to have a voice.

DIS PRESSURES AT WORK - FELT I NEEDED THE SECURITY BLANKET OF PASS BEHIND ME.

DIS To support the PASS in it's effort to oversee management.



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DIS To have the fair support that was lacking in management. PASS is our only defense against management running rough-shod over fair treatment and good benefits and pay.

DIS I became aware that my new manager was going to push beyond the limits of his authority. I joined PASS and became the rep to prevent this.

DIS To promote change in my unit through PASS and because I work for a dishonest and immoral manager and district manager.

DIS Because I had an anti union supervisor.

DIS I joined PASS due to the way management treated the employees without any regard to the person.

DIS protection from management

DIS I had a need to voice my concerns.

DIS We had a temporary manager who came in with a vendetta against several of the technicians, and I was put in the middle. The temporary manager was so offensive that not only did I join the union...I became a union rep.

DIS Back when I joined Pass in the late 70's, FAA management did what ever they wanted to do.

DIS Protection from another PASS member, as soon as I joined the crap stopped.

DIS To have a voice against unscrupulous and ignorant Management.

DIS Protection.



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DIS/EFF I joined to prevent the negative tactics of old-time Union leaders from shoving a bad work schedule on to the unit I worked in at the time.

DIS/EFF I worked in middle management in a private manufacturing company. I had seen several women who worked on the production line that should they go pick up a sick child from school to not bother to come back to work, that they were terminated.

DIS/EFF A PASS member decided he was going to change everyone's work schedule to something he thought was fair and equitable. It was not, and the schedule change was discarded when everyone else in the shop became PASS members and had an input the work schedule.

DIS/EFF To protect my self if management does some out of the ordinary. To participate with the organization of PASS.

DIS/EFF First was to have a voice with the work schedule and to fight against what the supervisor at the time was trying to force us to do.

DIS/EFF To have some input in work environment that was/is not available normally to the bargaining unit employee

DIS/OP Needed help from PASS early in my career I felt if I enlisted the help of PASS, then I should be a member.

DIS/OP To fight for us if we're being mistreated. To keep them from mistreating us because they know there's a union. To have and support an organization that has our best interests in mind. To be able to bargain with management. Without a union, an individual is powerless.

EFF To be fairly represented

EFF Because I was told that the union would not fight as hard for me if I wasn't a union member.

EFF I felt at the time, a union would be beneficial to protect employee rights and the current contract.



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EFF To help increase union representation (increased numbers) and to influence other employees also.

EFF To pay my fair share in support of lobbying and negotiations that affects my job.

EFF To protect my rights and to ensure management is held accountable.

EFF had a pay issue, and needed PASS support

EFF to help with contract

EFF During contract negotiation period, PASS rep at time convinced me to join so we had better chance of being heard.

EFF To help support the lobbying effort in Washington.

EFF Under duress, to have input as to my work schedule.

EFF for union representation to FAA

EFF I feel that I have to support PASS for looking out for the employees’ welfare. PASS has been remarkable in providing acceptable working conditions for the employees.

EFF its the only way to protect workers rights

EFF to have a voice in the FAA

EFF 1) Voting for career field representatives - especially in Washington D.C. 2) Nearly uncensored news about FAA business affairs and NAS repositioning. 3) Help maintain checks & balances.



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EFF The union rep we had was not doing a good enough job so I decided to step up and join then become the rep to better represent the BU.

EFF Representation for pay and benefits, the more people the louder voice.

EFF To have a voice in the fair treatment of employees!

EFF

Our PASS Rep. was getting promoted out of the Union, and he came to me and asked to join the union and take over for him and look out for the techs. I like to help people so I did. After I transferred, I quit the Union because we had a terrible Rep. Then most of us joined (me again) and voted him out, and I have been helping ever since.

EFF A voice and respect.

EFF I thought PASS would help maintain a fair shake for the employee. Provide legal representation if required.

EFF so I know what is going on and hopefully help make things better

EFF Wanted to see what the union had to offer.

EFF I needed help with my career progression and PASS was helpful with procedures in my IDP which enabled me to progress.

EFF Labor Contract Negotiations ongoing.

EFF I cannot negotiate my pay or benefits as an individual with the FAA. Where PASS is doing that for me, the more members within PASS the stronger the voice.

EFF Protect my rights



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EFF Fear of being on the outside of a "with us or against us" mentality.

EFF scheduling input, membership required for details

EFF To have a say in my schedule

EFF I decided to become a member because I wanted to be part of the problem solving team, and to make the organization a better one.

EFF to have bargaining rights for fair and equal treatment for all and so managers and employees have a set guidelines to follow

EFF Was told you wouldn’t make grade if you weren’t in the union.

EFF PASS WAS A LOBBY FOR THE TECHNICIANS

EFF To be involved in the union and have a voice regarding working conditions.

EFF Because it had all the benefits of my first union, with none of the downsides. I HATED being a union member in a closed shop, and PASS is not a closed organization.

EFF In my former job, I saw what mgmt did as soon as the union was dissolved.

EFF To show strength in numbers for the contract talks.

EFF I saw the need for protection and communication from/with management.

EFF To make sure the younger members issues were considered.



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EFF Because the union is needed to "check & balance" the abuses of management / bureaucrats from being too often out of control and not following their own rules and regulations

EFF When the local Rep. went to bat for me about my lack of training opportunity.

EFF There was a move by management to consolidate jobs to a new location. My job was moving but PASS members across the nation lobbied their members of congress and the consolidation stopped. I saw what could happen when members work together.

EFF Representation at the National level

EFF It was 1981. Union meetings were open to all. I didn't like the direction the rep was taking, so he dared me to join. So I did. The rest was history.

EFF PASS was successful in preventing furloughs of the AF workforce. Savings in pay far exceeded dues.

EFF/DIS To prevent the FAA from taking away the rest of our federal employee rights, and to stop the FAA from trying to outsource our jobs due to a FRAC.

EFF/JS

I was a member of the American Postal Workers Union. Politically I'm not 50 percent with the union viewpoint but personally I've seen management (postal service in particular) railroad innocent employees to the unemployment line. The union is necessary as a deterrent force and negotiator.

EFF/JS Management was going to reassign me to a position I did not want.

EFF/JS

A voice of a union for its employees is very important. I believe without unionization inside the FAA our working conditions would be much worse than they already are. Maintaining our jobs and the safety of the NAS is most important and the FAA does not see that anymore. The FAA should ask themselves about the history of the agency and why the agency was formed. Education will be the key to our success.

EFF/JS To be able to have "say" in the issues with the agency and my future in the agency.



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EFF/OP to try to make a difference in how pass was viewed in my SSC

EFF/OP Because the pass reps in my SSC were always angry unprofessional and thought that it was there job to say no- no matter what.

EFF/OP I had a pass member assist me with placement when I completed my initial training. I felt Pass had an impact. I also felt if I was going to get benefits that Pass had fought for I should contribute.

EFF/OP I came from an ENRON type environment, which raped the workers so the management could have it that much better.

EFF/OP

Management has people and contractors in full time positions employed to find ways to get the most out of their employees and give as little to the employees as possible. This is called productivity! At times they are shortsighted as to screw their employees! In the ideology of I've got mine, screw you! I believe unions are the only organizations that have any influence to make an employees life better and voice heard to better everybody’s lot! In short I believe in a Union! Be it PASS or another union, until the powers that be and money grubbers that never have enough force unions out of existence.

EFF/OP I feel that union representation is a privilege that we as employees must exercise to ensure management does not infringe on the rights of the employees and protect the contract as it is stated.

EFF/OP To file a grievance to receive ATRA Pay. I thought it was only fair to become a member to reap membership benefits.

EFF/OP/JS Was told that Pass members had better chances of being promoted and getting details. Also peer pressure.

JS Because of "brown book" cuts and relocations it was clear FAA did not care much about the field workers, us, then as now.

JS Job security mainly.

JS Saw some things coming in the future with contracting out and those type of things plus my family were all UAW workers and they have to join to work but here someone has to pay for our protection, someone pay is better then no one paying then we get what they give you.



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JS To help advance my career and protect my job.

JS Protect Job

JS To make a difference & ensure job security.

JS I belonged to a union in my last job. I like having the union to protect my job.

JS I recognized my future depended on it if I wanted to be gainfully employed.

JS When I first joined the FAA, I saw what the attitude of PASS members was to non-Pass members. I decided that if I was going to rely on PASS members for my OJT, I'd better join the union.

JS Union Representation of my specific job

JS I wanted to support and have a voice in the organization acting in my interest.

JS Because the Agency was changing and I feared for my job security and rights.

JS To protect my job.

NOT Categorized $100 incentive.

NOT Categorized I finally could afford the dues

OP I joined PASS because it was the right thing to do. I am aware of what PASS does and continues to do for the BU.



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OP It's the right thing to do, to support a worth while cause-Union!

OP A need to belong.

OP I have always been a union member. Unions have always benefited the private sector.

OP Because I'm a strong believer in unions. They help ensure fair pay and equitable treatment in the work place. I believe it’s in important for everyone to due there part. It takes all of us to make the union work.

OP I JOINED PASS BECAUSE I SUPPORT AND WILL SUPPORT THE PEOPLE WHO RESPONSIBLE FOR CONTRACT NEOGIATIONS

OP I support the union concept.

OP Union Rep was not on the up & up about all issues.

OP I believe in the need for representation and support the efforts of the Union leadership.

OP Thought it was the right thing to do, because PASS represents me at the national level.

OP

If I didn't, I would be excluded from conversations, work relationships, and looked at by scorn. I have to work closely with some heavy PASS members and feel I wouldn't get respected if I didn't join. Also, I do feel our jobs are important and know that PASS's primary mission is to promote aviation safety by keeping us employed and the certification requirements present.

OP previous union rep was a jerk

OP I've always been an advocate of Unions. I believe they look out for the employees.



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OP I FELT IT WAS THE RIGHT THING TO DO.

OP STRONG union background. Dad was a Miner and United Steelworkers of America local Pres/VP for many years. He then became a MSHA inspector and was steward for AFGE Wife was union steward also. I have been a member of AFGE

OP After only a few days in the office I realized that union membership was a necessity.

OP UMWA was a huge part of growing up in my community and I believe Unions benefit all employees.

OP Felt like it was the thing to do......?

OP Grandmother suggested it would be helpful.

OP I was asked to by the local president.

OP I was a previous United Steel Worker. Joining the Union was the right thing to do. I believe in supporting the people who have my professional interest at heart.

OP I believe in a strong union

OP Family came from a union Background (UMWA) Father was a local rep

OP I believe in unions for the protection of worker rights

OP I wanted to be a member.



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OP believe in union values

OP Co-workers recommended it and it seemed like the right thing to do.

OP Because my Dad was a union member and I've always believed that in some way the Union helps the working man.

OP I am Union through and through. My father was Union; my grandfather was Union and his father before him.

OP Thought it was the right thing to do.

OP I was told it was the right thing to do

OP To support the union that represents us all.

OP I believe unions work.

OP do not know

OP I agree with union philosophy

OP All of the employees in my unit were members of PASS.

OP My brother is a charter member and was a representative when I was hired.

OP solidarity



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OP Good idea to support the people who support me

OP I believe in Unions. I joined when PASS was first getting started, almost 30 years ago.

OP for the community, purpose, belonging, solidarity to make a difference...to have a voice against management

OP/JS A sense that it was the right thing to do. I felt that a Union would stand up for my job.

OP/JS After listening to orientation for new hires, I wanted to do my part by contributing a small portion of my pay to PASS so that they are able to continue their never ending mission to protect our jobs.

OP/JS

I had just spent the last 15 years at a non-union company, having management dictate everything without any say in what went on there. I also decided that, if what was being said about PASS lobbying for the 6100 tech positions were true, I wouldn't have the job here so I joined the day of the new hire orientation.



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david spero professional aviation safety specialists (pass afl … · 2009. 7. 9. · david spero...

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