BHR 4350, Collective Bargaining 1 Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 6. Interpret arbitration of statutory rights in union and non-union cases. Reading Assignment Chapter 5: Negotiation Models, Strategies, and Tactics Chapter 6: Negotiating a Collective Bargaining Agreement Unit Lesson Previous units have set the foundation for the remaining units within this course. It was very important to understand the bases of union organization and how collective bargaining began. Now that you understand the general information about unions and collective bargaining, this unit will focus more on the negotiation models, strategies, tactics and negotiating a collective bargaining agreement (CBA). Negotiations generally take place between union representatives and the management bargaining unit. In most organizations, the management bargaining unit typically consist of Human Resource Managers/Directors, Plant Managers, Division Directors, Department Heads, etc. Generally, the management team are those who are in a position of power and have the authority to bargain in good faith. It would be non- productive to have members part of the management bargaining unit who did not have the power or authority to make decisions. Oftentimes, many of these individuals have been through the negotiation process before; therefore, they are aware of how things should be conducted and handled. Prior to negotiations and bringing it all to the table, both sides must prepare for the negotiations. The process begins with preparation to include research into the other side’s strengths and demands. Both sides should identify and determine the critical elements of any negotiation. Information, time, and power, according to the reading in Chapter 5, are critical elements of any negotiation (Carrell & Heavrin, 2013). The author also states “the most important single piece of information in a negotiation is the BATNA or WATNA—best or worst alternative to a negotiated settlement” (Carrell & Heavrin, 2013). Since every topic within the contract can be up for discussion during negotiations, it is important for the organization to have all necessary data to support how things may impact the organizations’ bottom line. Management generally keeps track of union grievances and other things that could impact negotiations. The preparation process can begin as soon as the new contract has been agreed upon. Most organizations and unions try to reach some sort of agreement to avoid a breakdown in negotiations. If a bargaining break down occurs then the impasse may be broken with a strike, mediation, fact finder, or arbitration. Most organizations try to reach some sort of agreement in efforts to avoid walkouts and strikes. When preparing for negotiations, the negotiator must also consider legal issues. Some issues that may be considered unethical in one capacity of em ...

1. BHR 4350, Collective Bargaining 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
6. Interpret arbitration of statutory rights in union and non-
union cases.
Reading Assignment
Chapter 5:
Negotiation Models, Strategies, and Tactics
Chapter 6:
Negotiating a Collective Bargaining Agreement
Unit Lesson
Previous units have set the foundation for the remaining units
within this course. It was very important to
understand the bases of union organization and how collective
bargaining began. Now that you understand
the general information about unions and collective bargaining,
this unit will focus more on the negotiation

2. models, strategies, tactics and negotiating a collective
bargaining agreement (CBA).
Negotiations generally take place between union representatives
and the management bargaining unit. In
most organizations, the management bargaining unit typically
consist of Human Resource
Managers/Directors, Plant Managers, Division Directors,
Department Heads, etc. Generally, the management
team are those who are in a position of power and have the
authority to bargain in good faith. It would be non-
productive to have members part of the management bargaining
unit who did not have the power or authority
to make decisions. Oftentimes, many of these individuals have
been through the negotiation process before;
therefore, they are aware of how things should be conducted and
handled.
Prior to negotiations and bringing it all to the table, both sides
must prepare for the negotiations. The process
begins with preparation to include research into the other side’s
strengths and demands. Both sides should
identify and determine the critical elements of any negotiation.
Information, time, and power, according to the
reading in Chapter 5, are critical elements of any negotiation
(Carrell & Heavrin, 2013). The author also states
“the most important single piece of information in a negotiation
is the BATNA or WATNA—best or worst
alternative to a negotiated settlement” (Carrell & Heavrin,
2013).
Since every topic within the contract can be up for discussion
during negotiations, it is important for the
organization to have all necessary data to support how things
may impact the organizations’ bottom line.
Management generally keeps track of union grievances and

3. other things that could impact negotiations. The
preparation process can begin as soon as the new contract has
been agreed upon. Most organizations and
unions try to reach some sort of agreement to avoid a
breakdown in negotiations. If a bargaining break down
occurs then the impasse may be broken with a strike, mediation,
fact finder, or arbitration. Most organizations
try to reach some sort of agreement in efforts to avoid walkouts
and strikes.
When preparing for negotiations, the negotiator must also
consider legal issues. Some issues that may be
considered unethical in one capacity of employment may be
considered ethical in labor negotiations. Many
organizations have their lawyers to assist in the completion of
contracts to make sure they are within the law.
Organizations also must consider the image that is portrayed to
the public. This is particularly important for
large corporations.
Some may think the negotiation process is really simple and can
be done in a couple of hours. Well, there are
different approaches to bargaining. The two most common
strategic approaches are distributive or integrative.
UNIT IV STUDY GUIDE
Negotiations: It’s at the Table
BHR 4350, Collective Bargaining 2
UNIT x STUDY GUIDE

4. Title
The way things are approached will depend on past and present
practices of the union and management. The
factors to be considered when deciding which approach will
work includes the specific issues to be
negotiated, the people involved, and the general context of the
negotiations (Carrell & Heavrin, 2013).
Now that the initial work has been done, both parties are ready
to meet at the table. During the initial meeting,
the union representatives will go over their list of demands.
Generally the demands of the union are extreme
and are very seldom agreed to by the management team. The
union presents high demands because they
already know the organization will not agree to all of the
demands. Management will then update the union on
their position. Both parties can go back and forth before an
agreement is made. This process can take weeks,
and even months before an agreement between both parties is
made. The end product should result in the
union and management coming to an agreement. Normally, a
deadline to make an agreement is put in place;
however, if for some reason an agreement is not met, then the
union could decide to strike. Most
organizations try to avoid strikes. If it gets to this point within
the negotiations, it could lead to both sides
making compromises. This is why it is so important for both
sides to know what demands are truly the most
important.
Once an agreement has been met, the collective bargaining
agreement can be written. Both sides will be
certain to review the agreement with a fine tooth comb. Each

5. side will review to make certain the contract
does not leave any room for misinterpretations later on. Most of
the time, both sides will have someone, who
is not involved with the initial process, to review the agreement
for accuracy and interpretation. Once
everyone has reviewed the contract, both parties are now ready
to sign the contract. As you can see, there
are many factors that go into preparing for, and negotiating a
contract.
Reference
Carrell, M. R. & Heavrin, C. (2013). Labor relations and
collective bargaining: Private and public sectors
(10th ed.). Upper Saddle River, NJ: Prentice Hall.
Unit IV Article Review Using the CSU Online Library, locate
an article from a scholarly journal or industry magazine about a
specific arbitration case, involving a union or non-union,
related to the topics introduced in Chapter 5 of your textbook.
Some topics to consider, but not limited to, are the nickel-and-
diming tactic, bargaining, negotiations, norms, and zone of
possible agreement.
The article must have been published in the past two years.
The format for the article critique is as follows:
Article Title
Journal Name and Date
Key Points: (Five to seven key ideas from the article)

6. Summary: (Two to three paragraphs summarizing the article in
your own words)
Personal Evaluation: (Two to three paragraphs highlighting the
relevance of this article to your position or occupation, your
agreement or disagreement with the author and/or findings, and
any additional insights you may have.)
Your response must be a minimum of two pages. All sources
used, including the textbook, must be referenced; paraphrased
and quoted material must have accompanying citations in APA
format.
Unit IV Collective Bargaining
Discuss how negotiators prepare for negotiations. Explain the
distributive and integrative bargaining approaches. How do
these methods differ? When would a negotiator likely choose
each?
Your response should be at least 400 words in length.
Generally why do both management and the union favor no-
strike, no-lockout provisions? Discuss commonly used methods
for peacefully resolving a negotiation impasse, and explain the
advantages and disadvantages of each.
Your response should be at least 400 words in length.