5. • INTRODUCTION
• DEFINITION
• OBJECTIVES
• CHARACTERSTICS
• STRUCTURE
• TYPE
• MAJOR ACTIVITIES IN COLLECTIVE
BARGAINING
• ISSUES IN COLLECTIVE BARGAINING
• UNION/LABOUR ORGANIZATION
• PREPARATION FOR COLLECTIVE BARGAINING
• COLLECTIVE BARGAINING PROCESS
• IMPORTANCE OF COLLECTIVE BARGAINING
• ADVANTAGES
• DISADVANTAGES
OBJECTIVES
6. The term "collective bargaining" was first used in 1891 by economic
theorist Sidney Webb.
It is a process where employees as a unit, attempts to reach an agreement
with employers on working conditions or terms of employment.
INTRODUCTION
7. MEANING
Collective bargaining is a process between employers and employees to reach an agreement regarding the
rights and duties of people at work. Collective bargaining aims to reach a collective agreement which usually
sets out issues such as employees pay, working hours, training, health and safety, and rights to participate in
workplace or company affairs.
8. According to Dale Yoder “Collective bargaining is the term used to
describe a situation in which the essential conditions of employment are
determined by a bargaining process undertaken by representative of a
group of workers on the one hand and one or more employers on the
other.
DEFINITION
9. OBJECTIVES
To improve employee- employer relations
To promote industrial democracy
To improve industrial peace
To avoid third party involvement
10. CHARACTERSTICS OF COLLECTIVE BARGAINING
• It is a group process, wherein one group, representing the employers, and the other, representing the employees, sit
together to negotiate terms of employment.
• Negotiations form an important aspect of the process of collective bargaining i.e., there is considerable scope for
discussion, compromise or mutual give and take in collective bargaining.
• Collective bargaining is a formalized process by which employers and independent trade unions negotiate terms and
conditions of employment and the ways in which certain employment-related issues are to be regulated at national,
organizational and workplace levels.
11. • Collective bargaining is a process in the sense that it consists of a number of steps. It begins with the presentation of the
charter of demands and ends with reaching an agreement, which would serve as the basic law governing labor management
relations over a period of time in an enterprise. Moreover, it is flexible process and not fixed or static. Mutual trust and
understanding serve as the by products of harmonious relations between the two parties.
• It a bipartite process. This means there are always two parties involved in the process of collective bargaining.
• The negotiations generally take place between the employees and the management. It is a form of participation.
• Collective bargaining is a complementary process i.e. each party needs something that the other party has; labor can
increase productivity and management can pay better for their efforts.
• Collective bargaining tends to improve the relations between workers and the union on the one hand and the employer on
the other.
• Collective Bargaining is continuous process. It enables industrial democracy to be effective. It uses cooperation and
consensus for settling rather than conflict and confrontation.
• Collective bargaining takes into account day to day changes, policies, potentialities, capacities and interests.
CONT..
12. CHARACTERSTICS OF COLLECTIVE BARGAINING
Collective: Collective bargaining is a two way
group process where the employers
representative and employees representatives
sit together to negotiate terms of employment.
Strength: Both the parties in collective
bargaining are strong and equal.
13. CONT..
Voluntary: Both parties come to the negotiation
table voluntarily in order to go in particular
negotiation. It is based on discussion, mutual trust
and understanding.
Improvement: It is a method to improve the
employer-employees relation in organization and
resolve management and employees conflicts.
14. CONT..
Flexible: It is a flexible and continuous process and
not fixed.
Representation: Collective bargaining is between the
representatives of employees and management. The
management does not directly deal with employees. It
carries negotiations with the representatives/executives
of unions and association.
15. CONT..
Dynamic:-Collective bargaining is dynamic, that go
on changing over a period and grows and expand the
way of agreement, the way of implementation and way
of discussion.
Bipartite Process:- Because the employee and
employers representatives negotiate directly face to face
across the table.
18. TYPES
• Distributive or Conjunctive bargaining involves zero-sum negotiations,
in other words, one side wins and the other loses. e.g. wages, benefits,
bonus, etc.
• Co-operative or Integrative bargaining both the parties may gain or at
least neither party loses. e.g. better training programmes.
19. CONT.
.
• Productivity bargaining worker’s wages and benefits are negotiated
against their productivity. That means, the more they productive, the
better wages and benefit they will get.
• Composite bargaining worker’s bargain usually for wages comparing
with their work level, employment level and environmental hazards etc.
20. Union activities/responsibilities
Management rights
Work norms
Incentive payments
Job security
Changes in technology
Work tools, techniques and practices
Staff transfers and promotions
Disciplinary matters
Insurance and benefits
ISSUES IN COLLECTIVE BARGAINING
21. Collective Bargaining Involves
(i) Negotiations
(ii) Drafting
(iii) Administration
(iv) Interpretation of documents written by
employers, employees and the union
representatives
(v) Organizational Trade Unions with open
mind.
22. UNION/LABOUR ORGANIZATION
• An organization in which employees participate for the purpose of
negotiating with the employer about grievances, labour disagreement,
wages, hours of work and conditions of employment.
23. PREPARATION FOR COLLECTIVE BARGAINING
• Preparation should begin months before the contract talks.
• Chairperson should be establish and maintain pleasant relationship with
union representatives by treating them courteously in social situations,
grievance hearing.
• Obtain information from other nurse executives about union activities in
neighbouring health agencies.
• Review other labour contracts negotiating in other agencies to determine
what type of demands were made by various worker categories.
• Keep ongoing recording agency's employees grievances and analyse these
before negotiation begins.
• Research the wage salary structures of other health agencies in the
community and compare against agencies current wage package.
25. CONT..
1. PREPARE: This phase involves composition of a negotiation team. The
negotiation team should consist of representatives of both the parties with
adequate knowledge and skills for negotiation. In this phase both the
employer's representatives and the union examine their own situation in order
to develop the issues that they believe will be most important.
26. 2. DISCUSS: Here, the parties decide the ground rules that will guide the
negotiations. A process well begun is half done and this is no less true in case
of collective bargaining. An environment of mutual trust and understanding is
also created so that the collective bargaining agreement would be reached.
CONT..
27. 3.PROPOSE: This phase involves the initial opening statements and the
possible options that exist to resolve them. In a word, this phase could be
described as 'brainstorming'. The exchange of messages takes place and
opinion of both the parties is sought.
CONT..
28. CONT..
4. BARGAIN: Negotiations are easy if a problem solving attitude is adopted.
This stage comprises the time when 'what ifs' and 'supposals' are set forth and
the drafting of agreements take place.
29. CONT..
5. SETTLEMENT: Once the parties are through with the bargaining process, a consensual
agreement is reached upon wherein both the parties agree to a common decision regarding
the problem or the issue. This stage is described as consisting of effective joint
implementation of the agreement through shared visions, strategic planning and negotiated
change.
30. From the (employee’s/worker) point of view:-
• Develop a sense of responsibility and accountability among the employees.
• Increases the morale and productivity of employees.
• Bargaining power increases as a group.
• Strengthen the powers of the treade unions.
• Management cannot take unilateral decisions.
IMPORTANCE OF COLLECTIVE BARGAINING
31. From the (management’s) point of view : -
• Helps in reducing labor problems to the minimum and in maintaining
cordial relations between labor and management.
• Opens up the channel of communication between the workers and
management thus increasing worker participation in decision making.
• Create a sense of job security among employees.
• It reduces the turn over rate as well.
CONT..
32. CONT.
.
From the (society’s) point of view: -
• Collective bargaining industrial peace in the society.
• It contribute in economic and social development of the country.
• It creates a sense of equality in society.
33. success in Collective Bargaining
There must be a change in the attitude of employers and employees.
The employers and employees should enter upon negotiations on points of difference or
on demands with a view to reaching an agreement.
Unfair labor practices should be avoided by both sides.
The terms of the contract should be put down in writing in a document.
Once an agreement is reached, it must be honored and fairly implemented.
34. Give economic security
Improve professional relationships
Professionalism can be improved
Improve working condition
Industrial peace (no strike)
Improve quality of life
ADVANTAGES
35. Other union members may outvote one's decisions.
Dispute are not handled with individual and management
only.
Management may be forced to accept unwanted terms and
conditions of labour union.
Strike attitude of union.
DISADVANTAGES
36.
37. CONCLUSION
Collective bargaining is the only proven method so far evolved for bringing forth willing
cooperation and promoting understanding between workers and employers so essential for
ensuring higher productivity and better understanding of performance employers should in
enlightened self-interest, if for no other reason, take the lead in encouraging collective
bargaining between themselves and their workers, no matter what government does.
38. BIBLIOGRAPHY
Vati Jogindra, Principles of practice of nursing management and administertion. 1st Edition. Jaypee brothers
medical publishers(P) LTD. P. 427-32.
Marriner Ann, Tomey. Nursing management and leadership. 5th edition. united states of America: mosby
publications; 1995.p 487-88.
Basavanthappa B. Nursing administration.2nd edition.st. louis: jaypee publications; 2009.p 784-6.
Huber. Leadership and nursing care management. united states of America: w b company; 1996.p 425-38.
Yoder S. leading and managing in nursing.st. louis: mosby publications; 2008.p 53-6.
D.T.B.G. Management of Nursing Edition and services. First Edition 2010. EMMESS Medical Publisher. P.
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