2. DEFINITION
COLLECTIVE BARGAINING IS THE CONTINUOUS
RELATIONSHIP BETWEEN AN EMPLOYER AND A
DESIGNATED LABOUR ORGANIZATION REPRESENTING A
SPECIFIC UNIT OF EMPLOYEES FOR THE PURPOSE OF
NEGOTIATING WRITTEN TERMS OF EMPLOYMENT
-CARRELL AND HEAVRIN
3. COLLECTIVE BARGAINING IS AN AGREEMENT BETWEEN
A SINGLE EMPLOYER AND AN ASSOCIATION OF
EMPLOYER ON THE ONE HAND, AND A LABOUR
UNION ON THE OTHER, WHICH REGULATES THE
TERMS AND CONDITIONS OF EMPLOYMENT
-TUDWING TELLER
4. OBJECTIVES
FACILITATING TO REACH A SOLUTION
ACCEPTABLE TO ALL THE PARTIES INVOLVED.
PROVIDING AN OPPORTUNITY TO THE WORKERS
TO VOICE THEIR PROBLEMS OR ISSUES RELATED
TO THEIR EMPLOYMENT.
DEVELOPING A CONDUCTIVE ATMOSPHERE TO
FOSTER GOOD ORGANIZATIONAL RELATIONS.
5. ENHANCING PRODUCTIVITY OF THE ORGANIZATION BY
PREVENTING STRIKE ETC.
RESOLVING ALL CONFLICTS AND DISPUTES IN A
MUTUALLY AGREEABLE MANNER.
PROVIDING STABLE AND PEACEFUL ORGANIZATIONAL
RELATIONS.
PREVENTING ANY CONFLICT OR DISPUTE IN THE
FUTURE THROUGH MUTUALLY SIGNED CONTRACTS.
6. CHARACTERISTICS
GROUP AND COLLECTIVE ACTION
STRENGTH
CONTINUOUS PROCESS
FLEXIBLE
VOLUNTRY
DYNAMICS
POWER RELATIONSHIPS
BIPARTIES PROCESS
TWO PARTIES PROCESS
7. PROCESS OF COLLECTIVE BARGAINING
IT’S A CONTINUOUS PROCESS.
IT TAKES PLACE MAINLY IN TWO STAGES
1. NEGOTIATIONS &
2. IMPLEMENTATION
8. STEPS IN THE COLLECTIVE BARGAINING
PROCESS
1. IDENTIFICATION OF THE PROBLEM
THE NATURE OF THE PROBLEM INFLUENCES THE
WHOLE PROCESS OF COLLECTIVE BARGAINING
IT INFLUENCES THE SELECTION OF
REPRESENTATIVES, THEIR NUMBER, PERIODS OF
NEGOTIATIONS AND PERIODS OF AGREEMENT ETC
10. 3. NEGOTIATION PROCEDURE
A) REPRESENTATIVES FOR THE NEGOTIATIONS ARE
SELECTED
B) THEY ARE EDUCATED ABOUT THE PROBLEM. THE
POWER AND AUTHORITY DURING NEGOTIATIOS SHOULD
BE DECIDED
11. C) OTHER PREPARATIONS INCLUDE FIXING THE TIME FOR
NEGOTIATIONS , PERIODS OF NEGOTIATIONS, ETC
D) THE CHIEF NEGOTIATOR PRESENTS THE PROBLEM,
ITS INTENSITY AND NATURE AND THE VIEWS OF BOTH
THE PARTIES. THEN HE ALLOWS THE REPRESENTATIVES
OF BOTH PARTIES TO PRESENT THEIR VIEWS.
12. E) REPRESENTATIVES FROM BOTH THE SIDES SHOULD
RAISE THE NEGOTIATIONS TABLE WITH THE POSITIVE
FRAME OF MIND AND SHOULD TRY TO ASCERTAIN
WHAT THE OTHER PARTIES IS AGREEING FOR.
F) THEY SHOULD THINK ABOUT WHAT COUNTER
ARGUMENTS THEY CAN PRESENT AND HOW TO
DISAGREE IF NEED BE, EFFECTIVELY WHILE THE
OTHER PARTY IS PRESENTING ITS VIEW.
13. G) THE PROCESS GENERALLY CULMINATES IN AN
AGREEMENT WHICH IS KNOWN AS A LABOUR CONTRACT,
UNION CONTRACT OR A LABOUR MANAGEMENT
CONTRACT.
H) THE AGREEMENT SHOULD BE PRINTED AND
CIRCULATED AMONG ALL THE EMPLOYEES SO THAT THEY
KNOW EXACTLY WHAT HAS BEEN AGREED UPON
BETWEEN THE MANAGEMENT AND THEIR
REPRESENTATIVES.
14. I) BOTH PARTIES SHOULD SIGN THE AGREEMENT WHICH
IN TURN BECOMES A BINDING CONTRACT FOR BOTH i.e.
THE TERMS MUST THEREAFTER BE SINCERELY
OBSERVED BY THEM.
15. 4. IMPLEMENTATION OF CONTRACT
THE SUCCESS OF THE PROCESS IS NOT MEASURED BY THE
MERE SIGNING OF AN AGREEMENT BUT BY THE
FUNDAMENTAL AGREEMENT IN THE CONTEXT OF A
HARMONIOUS HUMAN RELATIONSHIP THAT IS ARRIVED
AT.
16. CLASSIFICATION
1. INTEGRATIVE BARGAINING
BOTH PARTIES MAY GAIN OR AT LEAST NEITHER
PARTY LOSES
2. ATTITUDINAL STRUCTURING
THIS INVOLVES SHAPING AND RESHAPING SOME
ATTITUDES LIKE FRIENDLINESS OR HOSTILITY, OR
TRUST OR DISTRUST, BETWEEN WORKERS AND
MANAGEMENT
17. 3. DISTRIBUTIVE BARGAINING
THIS INVOLVES BARGAINING OVER THE DISTRIBUTION
OF SURPLUS. IN THIS, ECONOMIC ISSUES IKE SALARIES ,
WAGES AND BONUSES ARE TAKEN CARE OF.
4. INTRAORGANIZATIONAL BARGAINING
THIS INVOVES MANOEUVERING TO ACHIEVE
AGREEMENT WITH THE EMPLOYEES AND
MANAGEMENT.
19. PRINCIPLES FOR THE
MANAGEMENT
THEY MUST FORM AND FOLLOW A REALISTIC LABOUR POLICY
THEY SHOULD DEAL ONLY WITH ONE TRADE UNION IN THE
ORGANIZATION
THEY SHOULD TRAT THE TEADE UNION FAIRLY
THEY SHOULD REGULARLY CHECK THE RULES AND
REGULATIONS TO DETERMINE THE ATTITUDE AND COMFORT
OF ITS EMPLOYEES
20. THEY SHOULD PLACE GREATER IMPORTANCE ON SOCIAL
CONSIDERTIONS WHILE WEIGHING THE ECONOMIC
CONSEQUENCES OF COLLECTIVE BARGAINING
MUST AGREE TO REFORM THE TRADE UNION WITHOUT
ANY RESERVATIONS
THE MANAGEMENT SHOULD NOT WAIT FOR THE TRADE
UNION TO BRING EMPLOYEES PROBLEMS
21. PRINCIPLES FOR THE TRADE
UNIONS
THE TRADE UNION SHOULD ELIMINATE RACKETEERING AND
OTHER UNDEMOCRATIC PRACTICES WTHIN THEIR OWN
ORGANIZATION
TRADE UNION LEADER SHOULD APPRECIATE THE ECONOMIC
IMPLICATIONS OF COLLECTIVE BARGAINING, FOR THEIR
DEMANDS ARE GENERALLY MET FROM THE INCOME AND
RESOURCES OF THE ORGANIZATIONS IN WHICH THEIR
MEMBERS ARE EMPLOYED
TRADE UNION LEADERS SHOULD RESORT TO STRIKE ONLY
WHEN ALL OTHER METHODS OF THE SETTLEMENT OF A
DISPUTE HAVE FAILED
22. TRADE UNION LEADERS SHOULD NOT IMAGINE THAT
THEIR ONLY FUNCTION IS TO SECURE HIGHER WAGES,
SHORTER HOURS OF WORK AND BETTER WORKING
CONDITIONS FOR THEIR MEMBERS.
TRADE UNION LEADERS SHOULD ASSIST IN THE
REMOVAL OF SUCH RESTRICTIVES RULES AND
REGULATIONS THAT ARE LIKELY TO INCREASE COSTS
AND PRICES AND REDUCE THE AMOUNT THAT CAN BR
PAID OUT AS WAGES
23. FUNCTIONS
IT’S A RULE MAKING OR LEGISLATIVE PROCESS
COLLECTIVE BARGAINING FORMULATES TERMS
AND CONDITIONS UNDER WHICH LABOUR AND
MANAGEMENT WILL COOPERATE AND WORK
TOGETHER OVER A CERTAIN PERIOD, AS AGREED
25. IT IS AN EXECUTIVE PROCESS
BOTH THE MANAGEMENT AND TRADE UNIONS
ATTEMPT TO IMPLEMENT THE AGREEMENT
SIGNED, EACH TAKING UP A SERIES OF
OBLIGATIONS UNDER THE AGREEMENT
27. IMPORTANCE OF COLLECTIVE
BARGAINING IN NURSING
1. SAFE NURSING STAFFING
2. SAFE PATIENT HANDLING
3. ADVERSE EVENT PREVENTION
4. MAINTENANCE OF A SAFE ENVIRONMENT FOR THE
PATIENT CARE
28. WHY NURSES JOIN UNIONS
TO INCREASE THE POWER OF THE INDIVIDUAL
TO INCREASE OUTPUT INTO ORGANIZATIONAL DECISION
MAKING
TO ELIMINATE DISCRIMINATION AND FAVOURITISM
29. TO BE SOCIALLY ACCEPTED
TO BE ONE WITH THE EMPLOYEES
TO IMPROVE PATIENT OUTCOMES AND QUALITY
30. WHY NURSES DO NOT JOIN UNIONS
THEY NEED TO DEMONSTRATE INDIVIDUALISM AND
PROMOTE SOCIAL STATUS
THEY BELIVE THAT PROFESSIONALS SHOULD NOT
UNIONIZE
THEY IDENTIFY WITH THE MANAGEMENTS VIEWPOINTS
THEY FEAR EMPLOYER REPRISAL
THEY FEAR A LOSS OF INCOME IF THERE IS A STRIKE OR
WALKOUT
