Industrial relations ideologies

This strategy is quite bold and could lead the company to feel that they were not given a chance. In return MCA could have harsh feelings toward the Union and not compromise as easily. The fourth strategy was to only settle issues with unanimous consent from the negotiating committee. The union planned on every person in the committee being at every meeting and they set the rule that everyone had to agree to proceed. This is definitely not reasonable because there may be situations when a member can’t make a meeting. It is also not reasonable to say that everyone must agree. There are times when this is not possible and it should have been planned for. Maybe the union should have had a majority vote or even a 75% vote minimum.

Whether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking one's boss for a raise, we've all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principled negotiation are stressed; separate the people from the problem, focus on interests instead of positions, invest options for mutual gain, and insist on using objective criteria. Following this section of the book are suggestions for problems that may occur and finally a

4) When Bob White presented GM’s offer to the UAW negotiation committee he had already understood that GM was never going to give them the 3% raise they were asking for and accepting what the company was offering them was the smartest decision. Still, he wanted most of his team to agree with the offer so he could accept it. He framed his presentation based on the current difficult economic conditions. According to him, due to the harsh economy this one was the best offer they were going to receive. He also used the substantive frame to show the other members that he had made agreement that covered all the different issues raised by the union: an increase in hourly wages, no lump sums and cost of living protection. On the other side, John Clout framed the offer as a betrayal to the union. He tried to persuade the other members to continue with the strike until they got the 3% raise they were fighting for. John Clout is also using the outcome frame where the only goal of the negotiation is to achieve the desired outcome. When two people are speaking in two different frames it is a cause for conflict and ambiguity (Lewicki, Saunders, and

Interest-based bargaining is a method in which it enables negotiators to realize that common interests exist and enables joint-problem solving to exist under a more traditional negotiation (Federal Mediation & Conciliation Services, n.d.). Whereas, distributive bargaining is when a fixed amount of resource exists, and because both parties want the same resources they must be divided and distributed among the two. This method is used when both parties do not foresee the need for a relationship to exist and the interaction is a one-time occurrence (Marzec, n.d.). When it came to the negotiations between the Union and the Company in this situation, an interest-based bargaining method was utilized. A relationship needed to be established between the two parties, because the potential for future negotiations to exist remains due to the nature of the two parties. Being able to realize that each side had common interests, it could enable an agreement to come together without either side having to give something

During our negotiation with D.G. Barnhouse (DGB), we intend to utilize an integrative bargaining strategy with management. Before coming to this conclusion, we weighed the advantages and disadvantages of a distributive approach, however, we eventually decided to take an integrative and predominantly interest based stance versus a position based stance in our negotiations after assessing internal and external environmental factors. In addition, we settled on this strategy because we ultimately believe that management and the union share at the very least, one fundamental common interest, which is the firm’s financial stability. That being said, even with our plans to use integrative bargaining, we still plan to negotiate assertively to achieve

I feel the labor relations system as currently constituted is effective for resolving disputes as long as both parties are committed to negotiating in good faith. Although, I feel the current system is effective a further explanation of the systems strengths and weaknesses will better explain the effectiveness of resolving disputes. It is in both the companies and the labor interest to negotiate with as little third party interaction to come up with an agreement. In times when there are disputes their different course of action that start from a least costly without giving up power in the decision to the possibility of becoming more costly to either party and give up the power in the decision. As discussed in the text when an organization and labor cannot come up with an agreement a third party may be asked to come in to negotiations to resolve a dispute which includes mediation, fact-finding, and interest arbitration.

Whilst the objectives of trades union have traditionally been to maintain and improve the conditions of their worker members, this has more often than not, manifested itself in a conflict and struggle with the “political systems” adopted by the hierarchy of company management. This is certainly evident in the conflict at Riverside. What adds another dimension to the situation is the family connection that exists between Steve and Rod.

These unions have a right to challenge the employer or management. (Lewis, Thornhill, & Saunders, 2003) added that the unions also have the responsibility to seek negotiations. This make certain that conflict, which in any organizational setting are inevitable, are settle d and the concerned parties are in good working relationship. However, this form of relationship also brings disadvantages: first, it might portray power imbalance between parties that have varying interest, aims and aspiration(Rose 2008). Rose further added the second weakness of pluralism is that it emphasizes more on the support of efficient, rational and effective management of conflicts within the organization. Hence, according to (Bray, Waring, & Cooper, 2011) the third disadvantage of pluralism is that it is indeterminate and open-minded. This makes a underlying structural resentment that has the ability to result in more conflicts in both workplace and the labor market. This open-mindedness makes a room for more conflicts as employees have the right to present varied ideas that might not comply to organizational

Here, the labor and management members are the partisans or advocates for their respective sides, and the neutral chairperson then becomes a single arbitrator. The unique role that the panel chair plays in the arbitration process is that it’s the chairs duty to keep other arbitrators well informed of the aspects involved within the case in order to make sound decisions. When the tripartite board doesn’t decide unanimously, they turn to the collective bargaining agreement, which often stipulate that a majority award of the board is final and binding. The advantages of this board are that it provides the neutral member with valuable advice and assistance from the partisan members, which allows the parties to give a more realistic and informed picture of the issues at hand. However, the disadvantage is that it takes additional time and more expenses are incurred with a board.

Todd (2012) has interviewed employer association representatives and examined their public statements and submissions. From her research, she questions whether the changes to the industrial relations system that employer associations advocate would enhance productivity. With regard to issues such as penalty rates and job security, there is evidence that these relate to cost cutting and enhanced managerial prerogative rather than productivity. Discuss

Simply put resting at a conclusion after a negotiation may not necessarily be the ideal outcome unless cooperative is achieved by both parties. Bargaining in general could involve parents, friends, teachers, spouses, employers, and so on (Anderson, 2013). Likewise companies also negotiation contracts with one another or individuals involved within the companies.

The article was about Greeley-Evans School District 6 administrators and teachers of the district negotiating terms. During the negotiation process they had come up with 7 tentative agreements, which took 6 hours to come up with. They have had unsuccessful negotiations in the past and everyone had seemed to be content with the process that had been made during the current negotiation process. The article had stated that the difference between this negotiations and the past ones, was that they used a consensus-based negotiation system. The Superintendent stated that they even had their chairs in a circle compared to the past when they had two sides, they exchanged documents and peppered watch other with questions and then broke into their own

Collective bargaining, as its name implies, is achieved when two or more parties come together to make a decision about something. Specifically, it is achieved when employers and a group of employees work together to decide important terms and conditions regarding employment. These terms and conditions include compensation as well as rights and responsibilities of employees, employers, and unions. They can also include guidelines for resolving problems such as grievances and disputes (Budd, 2010, p. 13).

This essay will look at various methods that have been used in the historical and modern context to give employees ‘voice’ which include Voluntarism, Trade Unions (TU’s) and

Industrial psychology is concerned with people at work. It is also called personnel psychology. A closely related field is known as organizational psychology. Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.