Human Resources Management - Collective Bargaining
Negotiating - Collective Bargaining
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Preparations having been made and issues been identified, the next logical step in the collective bargaining process is negotiation.
Negotiating
Preparations having been made and issues been identified, the next logical step in the collective bargaining process is negotiation. The negotiation phase begins with each side presenting its initial demands. The negotiation goes on for days until the final agreement is reached.
After an initial agreement has been made, the two sides usually return to their respective constituencies to determine whether what they have informally agreed upon is acceptable.
In this stage, the union-negotiating team explains and puts the agreement to the union members for a vote. If voted, this agreement is formalized into a contract. It is important that the contract must be clear and precise.
The agreement must be implemented according to the letter and spirit of the provisions of the agreement. Faulty implementation or violation of any provision leads to disputes. The HR must play crucial role in the day –to day administration of the contract. He or she advises on matters of discipline and works to resolve grievances arising out of the agreement.
The following conditions favour collective bargaining:
1. There should be a single union, or in case of multiple unions, a common agreement among them. Clash of interests among union leads to chaos and uncertainty, which would result in a loss to the employees.
2. Management should be open to the requests of the trade unions and should identify the union representatives.
3. The culture of the organization should foster the right spirit for collective bargaining to be successful.
4. The role of a third party should be minimized and agreements should be based on bipartite bargaining.
Preparations having been made and issues been identified, the next logical step in the collective bargaining process is negotiation. The negotiation phase begins with each side presenting its initial demands. The negotiation goes on for days until the final agreement is reached.
Settlement and contract agreement
After an initial agreement has been made, the two sides usually return to their respective constituencies to determine whether what they have informally agreed upon is acceptable.
In this stage, the union-negotiating team explains and puts the agreement to the union members for a vote. If voted, this agreement is formalized into a contract. It is important that the contract must be clear and precise.
Administration of the agreement
The agreement must be implemented according to the letter and spirit of the provisions of the agreement. Faulty implementation or violation of any provision leads to disputes. The HR must play crucial role in the day –to day administration of the contract. He or she advises on matters of discipline and works to resolve grievances arising out of the agreement.
Essentials for Successful Collective Bargaining
The following conditions favour collective bargaining:
1. There should be a single union, or in case of multiple unions, a common agreement among them. Clash of interests among union leads to chaos and uncertainty, which would result in a loss to the employees.
2. Management should be open to the requests of the trade unions and should identify the union representatives.
3. The culture of the organization should foster the right spirit for collective bargaining to be successful.
4. The role of a third party should be minimized and agreements should be based on bipartite bargaining.
5. All the parties involved should aim at a win-win situation and not a win lose situation. The common interests of the organization and its employees should be taken into consideration while reaching any agreement.
Tags : Human Resources Management - Collective Bargaining
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