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Chapter 8
The Negotiations Process & Strikes
McGrawHill/Irwin
An Introduction to Collective Bargaining & Industrial Relations, 4e Copyright © 2008 The McGrawHill Companies, Inc. All rights reserved.
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The Four Subprocesses of Negotiations
• Walton and McKersie argued that there are four subprocesses of bargaining within the negotiation of any collective bargaining agreement:
Distributive bargaining Integrative bargaining
Intraorganizational bargaining Attitudinal structuring
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Distributive Bargaining
• Distributive bargaining involves negotiations in which one side’s gain is the other’s loss
It is a winlose or zerosum bargaining
• Wages are an example: If management grants a wage increase, workers gain financially at the expense of shareholders
This type of bargaining leads to conflict
• Unions try to make management agree by threatening a strike, while management may threaten layoffs
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Integrative Bargaining
• Provides gains to both unions and management A “winwin” negotiation
Labor and management both gain when they resolve problems that impede productivity and organizational performance
The introduction of new technology can provide an avenue for integrative gains, since it works best with appropriate changes in work practices
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