Industrial relations ideologies

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

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

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.

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.

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.

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

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

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

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

Throughout the twentieth century collective bargaining was the most significant means of regularity relationships in UK between employers and employees via trade union. In continental Europe there is more emphasis on

This demonstrates the parties’ willingness to come to a solution that would satisfy their own needs. Another theme that was evident was empowerment. This is seen with the parties actively participating in the dispute, and being allowed to control the outcome.

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

David Brody argues that the rise of contractual or collective bargaining relationships during the post WWII era formalized the relationship between employers and unions. The use of collective bargaining agreements to resolve workplace disputes weakened unions and the power of workers. Other actions, such as using collection bargaining as a form of substitution for direct action and using it instead of the strike for grievance and arbitration procedure served , also has weakened the unions and the power of workers. The rise of contractual or collective bargaining relationships changed the dynamic of the workplace, shifting the power from the union side to towards the employers. The perspective could best be argued suing Weber’s theory and

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

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.