ABSTRACT
This chapter explores the hidden revolution in police labor relations. It defines collective bargaining and outline the steps involved in choosing a bargaining agent. The chapter describes constructive conflict and understand its relationship to participatory management. It also defines a job action and describes those that have been used in police work. Unionism and collective bargaining by police officers have been referred to as the "hidden revolution". Collective bargaining has become a vehicle for problem solving through constructive conflict. Balanced power between the union and management is the key to successful collective bargaining. Management rights refer to decisions governing the conditions of employment over which management claims to have exclusive jurisdiction. Most police union goals are achieved at the bargaining table or through skilful political manipulation. The purpose of job actions is to give the message that the collective bargaining process has broken down and that conflict is becoming unhealthy and disruptive.
