It is an enduring statement of purpose that

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It is an enduring statement of purpose that distinguishes an organization from other similar ones Identifies the scope of the organisation’s operations in terms of product, market, technology Indicates organizations reason for being Explain how this mission statement influences the way employment relations are managed Employment relations subsystem should support organisatios endeavors to accomplish mission Mission of employment relations management should emerge from organizations general mission statement Organization need employees to do work to accomplish mission Explain in detail, and demonstrate by means of practical examples, how Richardson’s collective- bargaining-by-objective process works Used during planning and preparation step Data gathered categorized according to principles Simplify negotiation process, information help negotiators adhere to objectives and take decisions within framework of objectives Data recorded and updated consistently Valuable source document for future negotiations Reference source for current negotiations Help structure pre-negotiation phase Assist negotiators to think in terms of specific/negotiable objectives Negotiation items(classif y into groups) Priorities (Relativity in relation to other items) Demarcation of negotiation objectives Initial Negotiatio n Evaluation of Results Non- Financial Pessimist ic Realisti c Optimisti c Pessimist ic Realisti c Optimisti c Shop Steward training (days) 2 6 8 10 15 Paternity leave (days) 4 3 5 8 12 Financial Wages 1 6% 9% 15% 3% Bonuses 3 400 800 1500 200 Column 1 – all items that needs to be negotiated divided into financial/non-financial issues Column 2 – priority of negotiation items Column 3-5 – the worst, best and most realistic scenarios Column 6 – initial bargaining position Column 7-9 – reflect course of negotiation process to analyse why certain thing happened as they did Explain what decisions about the centralization or decentralization of employment relations management entail Centralisation – high degree of authority at top of hierarchy Decentralization – high degree of delegated authority Decisions that should be made: o the centralisation/decentralisation of collective bargaining o the role and the powers and participation of various management levels (including middle-level o management and first-line supervisors) when it comes to decision-making o the degree of delegation and decentralisation that applies to decision-making (within the context of the o grand strategy) o the degree of monitoring to be done in the event of decentralisation
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7 o standardisation – the extent to which specific rules have to be laid down for uniform management action in o labour-related matters o formalisation – the extent to which rules, processes and agreements are put into writing o a collective bargaining infrastructure o the most appropriate levels for collective bargaining with trade unions (if any are involved) and with whom o negotiations will take place, because this will
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