Collective Bargaining Case Study

720 Words2 Pages
bulb-icon

Recommended: National labor relations act summary

1.1 The actors who are generally involved in the collective bargaining process are Management but more specifically, the owners and shareholders, executives and managers and the industrial and human resource people. In the collective bargaining process in labor it is the individual employees and the labor unions which represent them. In local, state, and federal government it is agenciesthat act as representatives of the public interest and are responsible for making policies.
2.1 Some basic assumptions about labor and conflict are that "Conflict is inherent between labor and management, but it is not pathological." Another assumption is that conflict comes from labor and management having different social and economic interests.
3.2 Some …show more content…

This statement is true in the sense that the NLRA was created as a foundation by which the parties could negotiate contract settlements. This is done so that the needs of both parties are satisfied. This was determined through the negotiation process. The NLRA outlines a comprehensive legal framework for procedures in collective bargaining (strikes). It does not make any requirements on the outcomes of bargaining. It breaks it down into categories which include mandatory, permissive and illegal subjects. The law does not mandate that the parties set the terms of the agreement or come to an …show more content…

Total bargaining power and relative bargaining power are the two most important aspects of the bargaining process.
Strike leverage has an important impact on bargaining power as it can have the power to control or atleast influence bargaining power. It is also the willingness of an employer or a union and the ability to sustain a strike.
8.4 Some of the demographic trends in the workforce are that there is a young and aging work force. Employers and unions will be forced to deal with this. This is happening because of the slow growth of the labor force. Because of this an entry-level labor market will become more prominent.
9.5 Some of the patterns of the non union industrial relations found

Show More
Related

  • Pros And Cons Of The Railway Labor Act

    993 Words  | 2 Pages

    You cannot strike over a minor dispute, but you can strike and use self-help over a major dispute after they have used the negotiation and meditation procedures. Major disputes deal with matters affecting pay rates, working conditions, rules, and modifying the collective bargaining agreement. These types of disputes rely almost completely on collective bargaining to settle them. Minor disputes deal with grievances that grow out of the interpretation of the collective bargaining agreements. Self-help is not permitted for minor disputes, the National Railroad Board Adjustment have exclusive jurisdictions.

    Read More

  • What Would Gompers and Haywood Think of the NLRA?

    938 Words  | 2 Pages

    The National Labor Relations Act was proposed by the Democratic Senator Robert F. Wagner of New York in 1933 and enacted by Congress on July 5, 1935. The National Labor Relations Act (according to U-S-History.com “National Labor Relations Act”) “required employers to acknowledge labor unions that were favored by a majority of their work forces.” Essentially, the National Labor Relations Act established collective bargaining rights for employees, however there were certain limitations and regulations required. Viewed by some as the “Magna Carta of American labor”, others believe the implementation of this law may have been pushed along “to help stave off…potentially revolutionary…labor unrest” (“National Labor Relations Act”). Both Samuel Gompers and Bill Haywood are important figures in the labor movement, but I believe that they would have opposing viewpoints on the NLRA.

    Read More

  • The White-Collar Union Organizer and The Frustrated Labor Historians

    2269 Words  | 5 Pages

    ...ovement, many restrictions imposed on both parties were necessary to help encourage constructive bargaining within the system.

    Read More

  • Pleasant Ridge Collective Bargaining Case – Analytical Paper

    1446 Words  | 3 Pages

    In general, “Collective-bargaining refers to the continuous process in which representatives of the employer (government) and employees (the union) meet jointly to establish the terms and conditions of employment for workers in a bargaining unit.” (Kearney 2009, 88) Bothe parties should meet and confer in good faith. To start the collective bargaining process, both parties shall review the previous contract to set an agenda of the important things need to be negotiated, take an initial position and set proposals. (Kearney 2009, 116)

    Read More

  • The Union's Demand for Recognition and Bargaining Rights

    879 Words  | 2 Pages

    Generally, the claims by the union are more persuasive than the counterclaims that were made by the company. This is because the union had credible arguments relating to the actual difficulties that the people were experiencing. For instance, the Union charged those who targeted the company through inappropriate labor approaches.

    Read More

  • Case Study Of The Magic Carpet Collective Bargaining

    1029 Words  | 3 Pages

    Magic Carpet Airlines (MCA) is in the midst of a collective bargaining negotiation with a union and this paper will present the case from the union’s side of the bargaining table. First, one must understand the meaning of collective bargaining negotiations; this is when both sides of the negotiations discuss wages and others perks and then come to an amicable agreement. Collective bargaining is not a simple negotiation process, because the employer and the union usually meet on more than one occasion, due to the fact that union negotiators must keep their members informed during the process and they must also present any offers to their constituents for a yes or no vote to accept said terms being offered by the employer. The textbook offered the Magic Carpet collective bargaining as a case study and students were asked to analyze the issues being negotiated, determine ways

    Read More

  • Understanding the Collective Bargaining Process

    708 Words  | 2 Pages

    The process of collective bargaining is where the labor union and the organization’s management negotiate their workplace differences in order to promote a positive working relationship ( Holley, Wolters & Ross, 2012). Both side have to go into the negotiations with the goal of having a positive and productive outcome of the bargaining process. If this is always goals then when future issues come up that have to be decided both side have a positive attitude and not on the defensive if there is a new labor dispute. The NLRA makes it a requirement for an employee to participate in the collective bargaining process with the labor union (McManemin, 1962). Both parties in the negotiation process have a duty negotiate employee salaries, work hours

    Read More

  • Bargaining Simulation 2 Personal Analysis

    1383 Words  | 3 Pages

    Despite attempting to predict the eventual outcome of the negotiation, I did not anticipate the confrontations between Local H-56 and the management of Hotel Zinnia. Although they initially agreed to engage in integrative bargaining, the union and management subsequently entered an intense negotiation. When Local H-56 presented its proposal of wage increases and health insurance, management immediately responded with a counterproposal that surprised the union. Both the union and management eventually behaved confrontationally, accusing each other of bargaining unreasonably and focusing on the trivial aspects of the negotiation. Moreover, as the union and management felt increasingly frustrated, they suffered from a lack of unity in their teams. The union could not fulfill its objectives because its lead negotiator prevented other team members from contributing to the negotiation. On the other hand, several team members of management struggled to assert their authority as the lead negotiator. After observing these issues, I ultimately believe that the union and management failed to achieve their individual objectives. Moreover, by approaching the negotiation with a zero-sum strategy, I assert that the union and management failed to reach a mutually beneficial contract. At the same time, both sides of the bargaining table lacked cohesive teams and therefore struggled under the pressure of the negotiation.

    Read More

  • Workforce Diversity In The 21st Century

    2357 Words  | 5 Pages

    The focus of this paper is to elaborate on the changing landscape of work in America during the twenty-first century. According to the researchers, as the economy continues to slowly recover from the recession and economic crisis, more of our baby boomers are reentering the workforce. In addition to the introduction of automation and computer technologies into the workplace, this has dramatically changed the nature of jobs for the older workers (Czaja and Sharit 2009). As stated in the Government Accountability Office in 2006, the number of workers over age 55 is projected to increase significantly over the next 20 years. Evidence shows that ageism, stereotypes, and misinformation about our older population continue to be major issues across

    Read More

  • Collective Bargaining Agreements

    1667 Words  | 4 Pages

    A collective bargaining agreement collectively sets the terms on which an employer offers individual work contracts to each of its employees in the bargaining unit. A bargaining agreement, also herein referred to as a labour agreement, is a legally enforceable written commitment, which states the rights and duties of all parties involved. The labour agreement should be made in good faith and is intended to be observed and not violated. The National Labour Relations Act obligates employers and unions to bargain in good faith concerning terms and conditions of employment, including hours and wages. Like any normal contract, competent parties must enter into a labour agreement. However, a labour agreement is unique from other legal contracts in that there is no consideration involved and nothing tangible is exchanged. Many, but not all, unions require formal ratification of a new labour contract by a majority membership acceptance, which is determined through vote by the members. Until majority approval of those voting in a ratification election is received, the proposed labour contract is not final. While each labour agreement is unique to the needs of an organization and its employees, most agreements include five issues: (1) Management Rights, (2) Union Security, (3) Wages and Benefits, (4) Individual Security (Seniority) Rights, and (5) Dispute Resolution. Management Rights “Management” is the process of working with people and resources to accomplish organizational goals by making the best possible use of money, time, materials and people. The management process, when properly executed, involves a wide variety of activities including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results.

    Read More

  • The Labor-Management Relationship

    1991 Words  | 4 Pages

    Management and Collective Bargain Process in the Public Sector, Using the events in Alameda City. Public Sector Administration Journal, 18, 120-178.

    Read More

  • Wages And Wage Related Issues

    1548 Words  | 4 Pages

    When it comes to contract negotiations, labor unions may differ from one and another throughout the different industries, but they usually share the same goals when it involves contract negotiations (Sloane & Witney, 2010). During these procedures, demands are usually made by from both parties, the employer and the union; this processes main goal is to negotiate a written agreement between each other covering a multitude of issues and concerns (Sloane & Witney, 2010). These talks are typically the most confrontational part of the relationship between labor unions and management, especially when it comes to wage issues (Mayhew, n.d.). This author will take a look the wages and wage-related issues, employee benefits, institutional issues, administrative clauses, and make recommendation that will would prevent wage-related grievances from happening.

    Read More

  • Collective Bargaining

    1719 Words  | 4 Pages

    Collective bargaining is the process in which employers and unions undergo a series of negotiations that include terms and typical of collective bargaining where both parties concur to conditions of employment. These conditions may include wages, hours, and working conditions (Budd 229).

    Read More

  • Pluralist Approach To Industrial Relations

    1544 Words  | 4 Pages

    The theory holds work to be governed by a wide range of formal and informal rules and regulations, which cover everything from recruitment, holidays, performance, wages, hours, and a myriad of other details of employment. It asserts that these rules are what industrial actors try to determine, that their establishment is influenced by the wider environmental context in which the actors operate, and that the actors themselves share an interest in maintaining the processes of negotiation and conflict resolution. On the back of these assertions four elements are held to make up the system of industrial relations rule-making. The first is industrial actors, which consists of employers and their representatives (i.e., employer associations), employees and their representatives (i.e., trade unions), and external agencies with an interest in industrial relations (i.e., government departments and labour courts). The second is the environmental context, which

    Read More

  • Causes Of Industrial Relations And Industrial Conflict

    1489 Words  | 3 Pages

    Causes of industrial conflict may range from minor reasons like absenteeism to major issues such as enterprise bargaining.

    Read More

More about Collective Bargaining Case Study

Open Document