advanced nursing practice

1. Presented by-: Anita Rani
M.sc. Nursing
C.O.N. PGIMS,Rohtak

2. It is to discuss prices, conditions etc. with
somebody in order to reach an agreement that
suits each person.

3. Definition-: “Bargaining is a process of meeting,
presenting demands, discussing, presenting
counter offers, haggling, cajoling, threatening
& host of other activities which go into the
bargaining of an agreement”

4. It is of two types:
1. Individual bargaining
2. Collective bargaining

5. The bargaining done by the individual who has a
quick mind, but unlimited patience, knows how
to disseminate without being a liar, inspire trust
without trusting others, be modest but
assertive, charm others without succumbing to
their charm & possess plenty of money.

6.  Best responsibility in one person preventing
divided opinion.
 Can make on-the-spot decision to gain
concession.
 May be used to signify that bargaining is not
considered important.
 Requires learning aspects of case, including
technical.

7.  Easier to be less formal, more personal.
 Do not ask everyone opinion.

8.  Can focus on important bargaining issues.
 Can introduce secondary or even false issues.
 Can co-ordinate agenda with other tactics.
 Can establish limits, set discussion rules and
definite term.
 Can divide or combine issues to suit individual
situation.
 Can place issues in order that best suits for
individual.

9.  Reveals individual position and assumption
before other party.
 Allows the other party time to prepare
arguments & counters.

10. The phrase collective bargaining is said to be
coined by Sydney & Beatrice Webb & Great
Britain. It is made up from two words
collective which means “group” & bargaining
which means “proposals & counter proposals”
or
Collective –working in a group
Bargaining- Negotiation

11.  Collective bargaining is a process between
employers & employees to reach an agreement
regarding the rights and duties of people at
work.
 “Collective bargaining” is an agreement
between a single employer or an association of
employers on one hand and a labour union on
the other hand, which regulates the term and
condition of employment”.
-Ludwig Teller

12. 1. To provide an opportunity to the workers, to
voice their problems on issues related to
employment.
2. To facilitate reaching a solution that is
acceptable to all the parties involves.
3. To resolve all conflicts and disputes in a
mutual agreeable manner.
4. To prevent any conflict/disputes in the future
through mutually signed contracts.

13. 5. To develop a conductive atmosphere to foster
good organization relations.
6. To provide stable and peaceful organization
(hospital) relations.
7. To enhance the productivity of the organization
by preventing strikes lock –out etc.

14. 1. Collective
2. Strength
3. Voluntary
4. Formal
5. Flexible
6. Improvement
7. Representation
8. Dynamic
9. Continuous
10. Bipartite Process

15.  Collective : it is two way process where the
employer’s representative and the emplye’s
representative sit together to nagotiate terms of
employment.
 strength: Both the parties in collective bargaining
are strong and equal.
 Voluntary: both parties come to the negotiation
table voluntarily in order to go in particular
negotiation.
 Formal : it is a formal process in which certain
employment related issues are to be regulated at
national, organization & workplace levels.

16.  Flexible: it is a flexible and continuous process
and not fixed or static.
 Improvement: it is method to improve the
employer-employ’s relation in the organization and
resolve management and employees conflicts.
 Representation : collective bargaining is between
the representatives of employees and management.
 Dynamic: collective bargaining is dynamic, that
goes on changing over a period and grows and
expand the way of agreement, the way of
implementation and way of discussion.

17.  Continuous : it is continuous and begins with
agreement.
 Bipartite process: because the employee’s and the
employer’s representatives negotiate directly face
to face across the table.

18. 1. Conjunctive or Distributive Bargaining
2. Co-operative/ Integrative Bargaining
3. Productivity Bargaining
4. Composite Bargaining

19. It involves zero-sum negotiation;in this one side
wins and other loses. both parties try to
maximize their respective gains. They try to
settle economic issues such as wages , benefits,
bonus, etc.

20. It is similar to problem solving sessions in which
both sides are trying to reach a mutually beneficial
alternative i.e. a win-win situation. Both the
employer and the union try to resolve the conflict
to the benefit of both parties. Both sides share
information about their interests and concerns and
they create a list of possible solutions to meet
every-one’s needs.

21. A form of collective bargaining leading to a
productivity agreement in which management
offers a pay raise in exchange for alterations to
employees working practices designed to
increase productivity.

22. Workers believe that productivity bargaining
agreements increase their workloads.
Rationalization , introduction of new
technology, tight productivity norms have
added to this burden and made the life of a
worker somewhat uneasy. As an answer to such
problems, labor has come in favour of
composite bargaining .

23.  For job security
 Improved wages
 Better benefits
 In response to poor working condition
 Unequal treatment
 Limited opportunity for advancement
 Lack of recognition
 Work rules & procedures

24. Issues that lead to petition for unions develop
between employers & employees usually
because employers do not want to share power
with employees. Among the major issues
leading to unions and collective bargaining are
the following:
 Absence of procedures for reporting unsafe or
poor patient –care is the number one issue.
 Short staffing & improper skills
 Floating without orientation and training

25.  Use of temporary personnel and unlicensed
assistive personnel.
 Lack of respect for employees.
 Lack of autonomy
 Lack of promotional opportunities.
 Lack of professional practice committees.
 Lack of staff development and continuing
education opportunities.
 Lack of involvement.

26.  Low wages and limited benefits.
 No pension portability
 Poor on call arrangements and lack of flexible
schedules.
 Over work, mandatory overtime and shift rotation.
 Low morale
 Performance of non-nursing duties.
 Poor management and communication.
 No ability to take sufficient breaks.
 Lack of career ladders.

27. 1. Prepare: This phase involves composition of a
negotiation team. The negotiation team should
consist of representatives of both the parties with
adequate knowledge & skills for negotiation.
2. Discuss: The parties decide the ground rules
that will guide the negotiations.
3. Propose: This phase could be described as
brainstorming. The exchange of messages takes
place and opinion of both the parties is sought.
4. Bargain: This stage comprises of time when-ifs
and supposals are set forth and the drafting of
agreements takes place.

28. 5. Settlement: This stage is described as
consisting of effective joint implementation of
the agreement through shared visions, strategic
planning and negotiated change.

29.  Settlement through dialogue and consensus.
 Institutionalize settlement through dialogue.
 Collective bargaining is a form of participation.
 Such agreements have the effect of guaranteeing
industrial peace for the duration of the agreements.
 Partnership between organized labour institutions
designed to maintain non-confrontational process.
 Has valuable by-products relevant to relationship
between two parties.
 The effect of improving industrial relations.

30.  They focus on seniority rather than merit.
 It may discourage hard work and personal
ambition.
 Once nurses gain collective bargaining status,
they exhibit low participation in related
activities.

31.  Nurses should be aware of and clarify their values
regarding collective bargaining and strikes when
choosing a work-place.
 Nurse should also need to protect themselves from
unfair management practices.
 Collective bargaining contracts establish nurse
practice committees which allow employees to
become involved in health care decisions.
 In a healthcare organization that displays minimal
concern for employees satisfaction, a nurse leader
may become instrumental in lobbying for a

32. Collective bargaining agreement.
 A nurse manager should review past positions
taken by both union and management contract
negotiations, grievances and decisions to
strike; this information can help the nurse
manager identify and address key issues before
they become problematic.

33. Individual Bargaining Collective Bargaining
1.Relates to an individual
(single) employee having
a conflict regarding
wages and conditions of
work .
2.Essential in market
activity (buying and
selling).
3.It stipulates terms and
condition in detail.
1.Relates to group
bargaining about wages
and conditions of work.
2.Essential in a political
activity.
3.Minimum terms and
conditions are explained
to the employees.

34. 4.Individual voice is
heard
5. The employer has
more strength
because of individual
dealing.
6. The individual
negotiates peacefully
with the employer.
4.Individual voice is
not heard.
5. Employers has less
strength because they
deal with a group.
6. Individual opinion
of the employee is of
no value.

35.  Definitions
 Types
 Advantages
 Disadvantages
 Characteristics
 Objectives
 Issues
 Applications of nursing