Negotiation may be competitive or collaborative, but collaborative negotiation generally have more positive outcome. A major goal is to make the other part feel satisfied with the outcome. The focus should be creates a win-win situation.
2. HISTORY OF COLLECTIVE BARGAING:-
The term of “Collective Bargaining” was first
used in 1891 by Beatrics Webb, a founder of
field if industrial relation in Britain. It refers to
a sort of collective of negotiation and
agreement that has existed.
The concept of collective bargaining was
introduced very late in India, as trade union
were formed only in 1962.
3. DEFINITION:-
Collective Bargaining is the agreement between the a
single employer or an association of the employers on
the one hand and labor union on the other
Collective Bargaining is the processes in which the
representative of a labor organization and the
representative of the business organization meet and
attempt to negotiates a contracts or agreement.
Edwin Flippo
4. OBJECTIVES:-
1. To provide an opportunity to the workers to
voice.
2. To reaching a solution that is acceptable.
3. To maintain cordial relation.
4. To promote democracy. To prevent unilateral
action to employees.
5. To preventing strike and enhance the
productivity.
6. To Resolving and prevent all conflicts and
disputes in a mutually agreeable manner.
7. To develop a conducting atmosphere .
8. To provide stable and peaceful organization
(hospital).
7. DISTRIBUTIVE OR COLLECTIVE BARGAINING:-
Conjunctive bargaining is the most common type of
bargaining & involves zero-sum negotiations, in other
words, one side wins and the other loses.
This involves bargaining over the distribution of surplus. in
this, economic issues like salaries , wages and bonuses.
Economic issues like wages, salaries and bonus are
discussed.
One party’s gain is another party’s loss.
More competitive.
e.g. Unions negotiate for maximum wages.
8. INTEGRATIVE OR CORPORATIVE
BARGAINING:-
Integrative bargaining is similar to problem solving sessions in
which both sides are trying to reach a mutually beneficial
alternative, i.e. a win-win situation
Both parties may gain or neither party losses.
Both the parties are trying to make more of something.
9. PRODUCTIVITY BARGAINING:-
A form of collective bargaining leading to a productivity
agreement in which management offers a pay raise in
exchange for alterations to employee working practices
designed to increase productivity.
11. PROCESS OF COLLECTIVE BARGAINING:-
Preparatory
phase
Discussion
phase
Proposal
phase
Bargaining
Settlement
phase
Formalizing
agreement Enforcing
agreement
12. PREPARATORY PHASE:-
In this phase, following activities are carried
out :-
Selection of negotiation team:-
This phase involves composition of a negotiation
team.
It consist of the representatives of the both
parties.
They should have adequate knowledge and skills
for the negotiation.
Identification of problem.
Enough supporting data is kept ready
13. DISCUSSION PHASE:-
Decide and appropriate time and set a proper climate
for negotiation.
Maintenance of mutual trust and understanding.
Involve in active listening, asking questions,
observation and summarizing decision.
14. PROPOSAL PHASE:-
o This phase could be described as brainstorming‘. The
exchange of messages takes place and opinion of
both the parties.
Initial opening of statement.
Possible alternative/opinion to resolve the issue by
both parties.
15. BARGAINING PHASE:-
Both the parties will involve in the following
activities:-
Problem solving
Proposal
16. SETTLEMENT PHASE:-
Settlement phase start with:-
This stage is described as consisting of effective joint
implementation of the agreement through shared
visions, strategic planning and negotiated change.
Agreement on common decision.
17. FORMALIZING AGREEMENT:-
Drafting of agreement:-
After good faith bargaining, a formal document must
prepare.
It should be simple, clear and concise.
Signing the agreement:-
Both parties sign the agreement and abide by its terms
and conditions.
18. ENFORCING AGREEMENT:-
To have the agreement effective and meaningful, it
should be enforced or implemented immediately
20. PRINCIPLES FOR THE MANAGEMENT:-
The management should be waiting for the trade union to bring
employees grievances to its notice but should rather create the
condition in which the employees can approach themselves
without involving the trade union.
The management should only deal with the one trade in the
organization.
They must form and follow a realistic labor policy
They should treat the trade union fairly
They should regularly check the rules and regulations to
determine the attitude and comfort of its employees
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 within their own organization
Trade union leaders should resort to strike only when all
other methods of the settlement of a dispute have failed
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
restrictive rules and regulations that are likely to increase
costs and prices and reduce the amount that can be paid
out as wages
22. PRINCIPAL OF UNION AND MANAGEMENT:-
Collective bargaining should be made an
education well as a bargaining process.
It should offer to trade union leaders an
opportunity to present to the managements.
There should be an honest, able and responsible
leadership for only this kind of leadership which
make collective bargaining effective and
meaningful.
There must be mutual confidence and good faith
and a desire to make collective bargaining
effective in practice.
23. ADVANCTAGE OF COLLECTIVE
BARGAINING:-
1) PROVIDE SECURITY TO WORKERS:- Since collective bargaining
contracts are legally binding agreement the employee can be sure of their work
condition. As longs as all terms are followed the management cannot be go
back or changed of the condition.
2) PROHIBITS THE STRIKES:- This is the security is provided by the
management. Collective bargaining agreement prevents any employees from
striking or not working try to get different benefits. Strikes can cause huge
problems within company. so this is a big draw for management for collective
bargaining.
3) GIVE EMPLOYEE A VOICE:- All the employee that the agreement will
affects are allowed to have a say in the condition. All voice are heard, which
promotes a much better moral in workplace. This also ensures that they want
and need of the majority are met.
4) REDUCED BIAS AND FAVORITISMS:- All too often you heard stories of
someone getting additional benefits simply because with their boss or other
irrelevant things. This is greatly reduced and possibly eliminated with the use
of collective bargaining
24. DISADVANTAGE OF COLLECTIVE
BARGAINING:-
1) NOT ALL PEOPLE WILL AGREE:- Collective
bargaining cater to need of the many and disagree the
few. The terms in the agreement could negatively affects
employee who have special circumstances or simply do
not agree.
2) A LOSS OF AUTHORITY:- When the employee knows
the exactly how much power management has, and has
say in things that they can and cannot do, their role as the
authority figure is greatly diminished
3) REDUCED MANAGEMENT HAND IN BUSSINESS:-
Constructive development is hindered when the collective
bargaining is used. If the policy or the terms of the
agreements truly need to be received or removed, it is
nearly possible to do.
26. WHY NURSES JOIN UNIONS:-
To increase the power of the individual
To increase output into organizational decision
making
To eliminate discrimination and favoritism
To be socially accepted
To be one with the employees
To improve patient outcomes and quality.
27. WHY NURSES DO NOT JOIN UNIONS:-
They need to demonstrate individualism and promote
social status
They believe 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
28. POINTS TO KEPT IN MIND BEFORE COLLECTIVE
BARGAINING:-
•Set clear objectives for every bargaining item.
•Do not hurry.
•When in doubt, discuss with your associates.
•Be well prepared.
•Don't concern yourself.
•Be alert to the real intentions of the other party.
•Be a good listener.
•Pay close attention towards the wording.
•Remember that collective bargaining is a compromise process.
•Try to understand people.
•Consider the impact of present negotiations on those in future
years.
30. CONCLUSION:-
Negotiation may be competitive or collaborative, but
collaborative negotiation generally have more positive
outcome. A major goal is to make the other part feel
satisfied with the outcome. The focus should be
creates a win-win situation.
31. BIBLIOGRAPHY:
BT BASAVTTHAPPA. Nursing Administration.
Second Edition . Jaypee Brother. Pg. no 784- 86
D.T.B.G. Management of Nursing Edition and
services. First Edition 2010. EMMESS Medical
Publisher. Pg no. 339-43.
Vati Jogindra, Principles of practice of nursing
management and administertion. 1st Edition.
Jaypee brothers medical publishers(P) LTD. Pg no.
427-432
