Marcus H. Sandver is an assistant professor of labor and human resources at Ohio State University.
Harry R. Blaine is an associate professor of labor and human resources at Ohio State University.
Mark N. Woyar is a research associate at the Center for Human Resource Research, Ohio State University.
The data for this project were collected under the terms of Contract I-9-P-7-0173 with the Labor Management Services Administration. The conclusions reported here are the authors and do not necessarily reflect those of the Department of Labor.
Expedited arbitration has been suggested as one solution to the problems of cost and time delays frequently encountered in the traditional arbitration of employee grievances. This article reviews the experiences of labor and management in administering five different expedited arbitration systems: the basic steel plan, expedited arbitration in the Postal Service and the Long island Railroad, procedures at the Kelsey-Hayes Corporation (Jackson, Michigan, Plant), and the International Paper Company plan. The major conclusion is that substantial time and cost savings can result when expedited procedures are followed.
The importance of controlling costs and reducing time delays in the arbitration process has been apparent from the professional literature for more than 20 years. Indeed, the ink was hardly dry on the Supreme Court decision giving substantive legal standing to the process' before some critics charged that arbitration was becoming increasingly time consuming and that the process was losing its informality. Some years later, the problems of rising costs and the shortage of skilled and experienced arbitrators were identified as other areas of special concern in the arbitration process.'