Fire Department Human Resource Management II

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FD Human Resource Management II Textbook List - Order Form - PDF [55 KB]

Course description

Prerequisite: None
In Fire Department Human Resource Management II, on the other hand, the focus is very much on power, and how power is exercised legitimately on individuals by the administration of the collective agreement, and on groups by the creation and subsequent modification of the collective agreement. The exercise of power is regulated primarily by provincial labour laws and by the provincial departments of labour. Less obviously, power is regulated by laws related to municipal elections, and even more subtly, by criminal laws related to bribery and conflict.

Learning objectives

Unit Two

Upon completion of this unit you will be able to:

  • outline the steps in the collective bargaining process;
  • identify the key actors in the collective bargaining process;
  • describe the nature of the International Association of Firefighters (IAFF);
  • identify key bargaining strategies and techniques;
  • describe the negotiation process;
  • define conciliation, mediation, arbitration and final offer arbitration; and
  • distinguish between legal work stoppages and illegal work stoppages.

Unit Three

Upon completion of this unit you will be able to:

  • describe the major clauses for consideration in most collective agreements;
  • describe issues of particular concern to fire departments often found in collective agreements;
  • describe the role of the company officer in the administration of the collective agreement;
  • describe the role of the union steward;
  • describe the grievance process;
  • describe the effect of industrial relations decisions on discipline; and
  • evaluate the effectiveness of labour management committees, safety committees and contract education.

Course author

John Benoit, Ph.D.
John Benoit has been an applied sociologist, employing social science research to fire service administration. He obtained his PhD in sociology from the Johns Hopkins University in 1975, writing a dissertation on the effect of information flow on risk taking. He had worked at Dalhousie for 24 years, spending the last 20 as Director, Fire Management Education. During this time he wrote and co-wrote several of the courses, editing others. His principal areas of expertise include fire department-municipal government relations, the volunteer fire service, some aspects of personnel management, and theoretical perspectives on emergency management. In addition to course development, he has conducted research and published in the areas of volunteer fire administration, and disaster management. John recently retired and is now examining the effect of rural volunteer fire departments on the local community, and the impact of courageous experience and social capital on local economic development.