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Exploring Interest-Based Bargaining: Lessons from Irish Sectors

Dive into the evolution and impact of Interest-Based Bargaining in Irish public sectors, analyzing strengths, weaknesses, and effectiveness. Discover key models and real-world instances, evaluating perspectives for effective negotiations.

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Exploring Interest-Based Bargaining: Lessons from Irish Sectors

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  1. School of Management Queens University Belfast Interest-Based Bargaining 18th April 2013

  2. Background and Definition • Interest-Based Bargaining: Background and Definition – from USA to Ireland • Instances from Irish public sector • Strengths and weaknesses • Conclusions

  3. Background and Definition • Walton and McKersie’s ‘behavioural theory’ • FMCS ‘PAST’ Model developed by Jerry Barrett • Partnership in 1990s/2000s • Desire/need to have alternative to adversarial bargaining • Experimentation

  4. Three Episodes • Voluntary body and a modest organisational change • Nurses’ hours and rosters • State company and absenteeism issue • Health agency and contractual issues

  5. Conclusions • Purposes served by interest-based approach • Effectiveness or not? • Explanatory factors: context/issues/parties/others • Perspectives on effectiveness: management, union, joint • Conclusions

  6. School of Management Queens University Belfast Interest-Based Bargaining 18th April 2013

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