chapter eight n.
Skip this Video
Loading SlideShow in 5 Seconds..
CHAPTER EIGHT PowerPoint Presentation
Download Presentation

Loading in 2 Seconds...

play fullscreen
1 / 16

CHAPTER EIGHT - PowerPoint PPT Presentation

  • Uploaded on

CHAPTER EIGHT. COLLECTIVE BARGAINING AND NEGOTIATION. Objectives of this chapter. Outline the definition and function of collective bargaining Explore the context within which collective bargaining takes place Consider the purpose of collective bargaining

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'CHAPTER EIGHT' - topaz

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
chapter eight



objectives of this chapter
Objectives of this chapter
  • Outline the definition and function of collective bargaining
  • Explore the context within which collective bargaining takes place
  • Consider the purpose of collective bargaining
  • Outline the differing structures of collective bargaining
  • Explore the process of negotiation
  • Analyse why collective bargaining can end in conflict
collective bargaining
Collective bargaining

Webb and Webb (1902)

  • One of three methods used by trade unions to preserve and improve benefits for members
  • Also, mutual insurance and legal enactment
collective bargaining1
Collective bargaining

Flanders (1968)

  • Cannot draw parallels between individual and collective bargaining
  • Process that involves the joint making of procedural rules
  • Political institution
collective bargaining2
Collective bargaining

Chamberlain and Kuhn (1965)

  • Market or economic function
  • Governmental function
  • Decision-making function
two models
Two models
  • Conjunctive bargaining
  • Co-operative bargaining
substantive terms
Substantive terms
  • Pay
  • Hours of work
  • Holidays
  • Pensions
  • Other benefits
procedural terms
Procedural terms
  • Redundancies
  • Other terms – collective
  • Other terms – individual
collective agreements
Collective agreements
  • Not legally enforceable
  • Can be incorporated into contract of employment by express or implied incorporation
structure of collective bargaining
Structure of collective bargaining
  • Scope
  • Units
  • Representation
  • Levels
levels of bargaining
Levels of bargaining
  • Multi-employer
  • Single-employer
  • Workplace bargaining
use of collective bargaining
Use of collective bargaining
  • Has declined alongside decline in trade union membership
  • Most common in public sector
  • Not the activity most commonly undertaken by trade union representatives
  • Explicit and deliberate event
  • Conducted by representatives
  • Purpose is to reconcile differences
  • Partly dependent on the perceived balance of power in the relationship between the two parties
stages of negotiation
Stages of negotiation
  • Preparation and analysis
  • Presentation
  • Searching for and identifying common ground
  • Concluding the agreement
  • Writing up the agreement
aspiration grid
Aspiration grid

Items for negotiation Management Employees

Ideal Real Fallback Fallback Real Ideal

Basic rate increase

of 2.5% X X X O O X

Introduction of

productivity bonus X X O X X X

Increase in holiday

entitlement X O O X X X 

Changes to

parental leave X O O O O X  

Retention of

no-strike clause X X X O X X

why does conflict occur
Why does conflict occur?
  • Abuse of power
  • Goal incompatibility
  • External factors
  • No clear decision-maker
  • Unreasonable expectations
  • Psychological contract breached
  • Rogue leaders
  • Management style
  • Subordinate style