Discussions often start as much as 60 90 days before the end of the present

Discussions often start as much as 60 90 days before

This preview shows page 201 - 203 out of 208 pages.

Discussions often start as much as 60-90 days before the end of the present contract If the negotiations are for the first contract, they begin after the union is recognized by the employer or wins a certification election Negotiations cover a variety of issues relating to terms and conditions of employment - wages, hours of work, working conditions The contents of a collective agreement are only limited by the ingenuity of the parties Successful bargaining usually begins with easy issues in order to build a pattern of give and take Negotiations almost always take place in private, permitting more open discussion of the issues Compromises may be achieved by offering counterproposals that take into account the needs of the other party Sometimes progress is made by simply dropping the issue temporarily and moving on to other items - further progress on other issues may lead to compromises regarding earlier impasses Many management teams will exclude top executives - often not experienced in collective bargaining - gives a reason to ask for a temporary adjournment when the union introduces demands that require a careful review If management does not bargain in good faith, the union may file unfair labor practice changes Mutual Gains Bargaining 201 | P a g e
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Moves away from the us vs. them or win lose attitude in favor of a win-win approach in which both parties work together to solve common problems Does not mean “soft” bargaining or one side giving in - both parties sit down at the bargaining table as equals and engage in join problem solving activities Mutual gains bargaining requires substantial commitment, trust, and respect, and a long-term focus on the part of both labor and management At the workplace level, it is important to have high standards of employee selection, broad design of tasks and a focus on teamwork, employee involvement in problem solving, and a climate based on co-operation and trust At the HR policy level, key elements include a commitment to employment stabilization, investment in training and development, and a contingent compensation strategy that emphasizes participation, co-operation, and contribution At the strategic level, there must be a strong commitment from top management to the mutual gains concept, business strategies that support and are aligned with the mutual gains model, and an effective voice for human resource management in strategy making Approving the Proposed Agreement Bargaining stage is completed when the agreement has been approved Negotiations are not complete until the union also approves the proposed agreement Administration of the collective agreement begins when both sides sign it Conciliation and Mediation Conciliation – use of a government appointed third party to explore solutions to a labor management dispute In most provinces, no strike action is permitted before a conciliation effort has been made and has failed
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