{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

Chapter 8 - Chapter 8 The Negotiation Process and Strikes...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 8: The Negotiation Process and Strikes Contract negotiations provide labor management with a predetermined time to set or revise the terms of the agreement governing their relationship o Focus/clarify how each party feels about critical issues and the need to either alter or preserve certain practices Richard Walton and Robert McKersie developed a negotiation framework to compare and contrast two approaches of negotiation The Four Subprocesses of negotiations Distributive Bargaining o One’s side’s gain is the other side’s loss o Win-lose or zero-sum bargaining o What labor gains management gives up Wage rates and fringe benefits Labor gains more income from a higher wage Workers lose when a fringe benefit (paid vaca time) is reduced o Leads to conflict across bargaining o Union threatens to strike to convince management to agree to demands o Management threatens union with the loss of income o Components of bargaining power, strike leverage, and elasticity of demand for labor are critical determinants of how distributive conflicts are resolved Integrative Bargaining o Solution provides gains to both management and labor win-win bargaining o If productivity of firm increases, the ees can benefit in form of high compensation/shorter work hours o Labor and management can improve firm performance by addresses poor practices and changing job classifications or seniority rules o
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}