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    Collective Bargaining

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    RajeevRanjanSingh
    Collective bargaining is described as a major social invention that assumes and manages conflict between management and labor through a joint rule-making and problem-solving process. It develops goodwill, trust, cooperation and participation between the parties. Collective bargaining requires freedom of association, mutual respect, parity of strength, and legitimacy conferred by the state. The process involves preparation, negotiation, drafting an agreement, and administering the agreement, with the goal of a win-win outcome that safeguards employee interests while allowing management to retain its right to manage. Productivity bargaining aims to raise productivity through better resource utilization and exchange of higher wages for increased efficiency.

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    Collective Bargaining

    Uploaded by

    RajeevRanjanSingh
    42 views26 pages
    Collective bargaining is described as a major social invention that assumes and manages conflict between management and labor through a joint rule-making and problem-solving process. It develops goodwill, trust, cooperation and participation between the parties. Collective bargaining requires freedom of association, mutual respect, parity of strength, and legitimacy conferred by the state. The process involves preparation, negotiation, drafting an agreement, and administering the agreement, with the goal of a win-win outcome that safeguards employee interests while allowing management to retain its right to manage. Productivity bargaining aims to raise productivity through better resource utilization and exchange of higher wages for increased efficiency.

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    Collective bargaining is described as a major social invention that assumes and manages conflict between management and labor through a joint rule-making and problem-solving process. It develops goodwill, trust, cooperation and participation between the parties. Collective bargaining requires freedom of association, mutual respect, parity of strength, and legitimacy conferred by the state. The process involves preparation, negotiation, drafting an agreement, and administering the agreement, with the goal of a win-win outcome that safeguards employee interests while allowing management to retain its right to manage. Productivity bargaining aims to raise productivity through better resource utilization and exchange of higher wages for increased efficiency.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    42 views26 pages

    Collective Bargaining

    Uploaded by

    RajeevRanjanSingh
    Collective bargaining is described as a major social invention that assumes and manages conflict between management and labor through a joint rule-making and problem-solving process. It develops goodwill, trust, cooperation and participation between the parties. Collective bargaining requires freedom of association, mutual respect, parity of strength, and legitimacy conferred by the state. The process involves preparation, negotiation, drafting an agreement, and administering the agreement, with the goal of a win-win outcome that safeguards employee interests while allowing management to retain its right to manage. Productivity bargaining aims to raise productivity through better resource utilization and exchange of higher wages for increased efficiency.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 26

    COLLECTIVE BARGAINING

    Collective Bargaining
    A major social invention
    Assumes conflict
    A mechanism for conflict resolution
    Mgt. of IR by mutuality of agreement
    A joint rule making process

    Collective Bargaining (Ctd)


    No enforcement
    Promotes self- reliance

    Develops good-will, trust/ confidence & Cooperation


    An instrument of participation

    Collective Bargaining (ctd)


    A relation of give and take
    Neither giving in nor giving away
    A process of persuasion & reasoning
    A win-win situation
    Mgt. Retains right to manage
    union safeguards employee interests

    Pre-requisites Of Collective Bargaining


    Freedom of association
    Mutual trust, confidence & mutual respect
    Parity of strength
    Freedom to regulate
    Legitimacy & validity conferred by state

    Gains Of Collective Bargaining


    Mgt. & labour draw up rights & duties for each other
    Decisions made to work together
    Mechanism for joint problem solving
    Best way to improve productivity
    Practical form of employee participation

    Stages Of Collective Bargaining


    Preparation
    Negotiation
    agreement
    -Communication & feedback
    Drafting the agreement
    Administering / implementing the agreement
    -Review & feedback

    Preparation For Collective Bargaining


    Anticipate statement of demands
    Study/analyse agreements & conditions in
    comparable organisations & their acceptability
    Analyse grievances & arbitration awards
    Collect data from different levels of employees/
    management
    Study provisions of labour laws

    Preparation
    Obtain economic information on company, area,
    industry & nation
    Examine ir policy
    Collect complete information on all demands
    Select right team of negotiators

    Negotiating agreement:
    Do not rush ( appreciate others viewpoint)
    Choose & use right expression & attitude
    Respect other party
    No threat of any kind during negotiation
    Whenever deadlock adjourn
    Foster free & frank discussion

    Negotiating agreement
    Be reasonable based on facts
    Look for proper time to find solutions
    Be flexible, know when what is acceptable,
    Use intuition & maintain good communication

    Drafting of agreement:
    Preconceive the design
    Ensure & re-check contents
    Use precise & accurate legal/ technical terms
    Avoid ambiguity (readable to laymen)
    Be factual and brief

    Drafting of agreement:
    Ensure intent, clarity, precision & understanding
    Consider implications & consequences
    Appreciate socio-economic & labour context
    Include names, designations & organisations of
    representatives
    Reference to unions demand & purpose of
    agreement in preamble
    Period of operation

    Drafting (Ctd)
    Notice period for termination of agreement
    Dates of implementation of various items in the
    agreement
    Provisions in conformity with law
    Divide agreement into logical clauses in sequential
    order

    Administering agreement:
    Introduce & explain agreement to all concerned
    Agreement may be revised, altered & reopen
    negotiation when:
    Circumstances change
    Company may restrict isolated agreements &
    Understanding arrived at individually

    Administering agreement:
    Agreement is not comprehensive to cover
    all problems
    Implement agreement with tact and strategically
    Operate grievance handling procedures

    Techniques Of Bargaining
    Take up one issue at a time
    Calculate monetary implications & allocate
    accordingly
    Be a good listener & identify techniques which
    give best results
    Question the evidence offered

    Techniques
    Use only verified facts & data
    Sidetrack unrealistic demands without ridicule
    Use proper language & create an atmosphere of
    trust
    Do not threaten to lockout
    Make tentative agreement on an issue & finalize
    with signing of contract

    Productivity Bargaining
    Purpose = raise productivity
    Basis = exchange
    Emphasis = better utilisation of resources
    Beneficial to employer and employee
    Higher wages & increased leisure, etc. To labour
    Change in technology, work practices etc & improved
    efficiency

    Prod. Barg. (Ctd)


    Principal assumption = under-utilisation of
    manpower
    Key feature

    = elimination of over time

    Result

    = management allowed to
    play active role in
    regulation

    work

    Principles of Prod. Bargaining


    Coexistence of conflict & commonality of interests
    Between labour and management
    Team work & joint problem solving
    Identify areas of difference, value & opinion
    Collect information & discuss to resolve differences
    Distribute benefits accruing from change

    Principles
    Believe that change possible only through:
    mutual agreement & involvement
    Sharing power and decision making

    Process of Prod. Bargaining


    Conduct feasibility study
    Examine total work situation
    Analyse to identify nature of problem in areas of:
    i production
    ii Economic situation
    Iii Sociological issues
    iv earnings

    Process

    Share the prosperity related to productivity index


    Design & develop a wage system incorporate job
    worth + Provide for performance based variables
    Devise, negotiate & implement productivity
    agreement

    Implications for I.R.


    Creative bargaining for change
    Joint job regulation & decision making
    Reduction in manning & more flexibility among operators
    Simplification of grading system & reduction in seniority
    levels
    Stable work week
    Job enrichment & increased earning

    Implications
    Better employment conditions
    A socio-economic innovation impacting on roles,
    rewards & relations
    Combination of socio-psychological approach &
    institutional I.R. + Labour economic approach

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