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Labour Relations > Chapter 8 Union-Management Negotiations > Flashcards

Chapter 8 Union-Management Negotiations Flashcards

1
Q

What are the special Features of Union management negotiations

A
  1. Deal with a broad range of issues
  2. Strictly regulated by law
  3. They are representative (principals has final say)
    - they represent the union members are execs, and try to satisfy both parties. Each side has different interests withing their side to represent so its a political process
  4. Relationships are long term
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2
Q

Union-Management Negotiations are more complex because they deal with a broad range of issue. List 6.

A 
Pay
benefits
hours of work
seniority
grievance procedure
work rules
layoff & promotion procedures
tech change
contracting out
health and safety
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3
Q

Union management negotiations are strictly regulated by law. How does this affect bargaining?

A
  1. Duty of fair representation
    - means that unions include many issues in negotiations, many of which will not form part of the final agreement.
  2. No strike or lockout allowed
    - until old contract expires
  3. Good faith bargaining
    - Parties much be serious about reaching an agreement
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4
Q

What are actions deemed to indicate Bad Faith? (10)

A
  1. Surface Bargaining
  2. Refusal to meet
  3. Objections to composition of a bargaining team
  4. Unlawful strike or lockout threats
  5. Circumventing the union
  6. Failing to provide information
  7. Failing to explain proposals
  8. Changing position without justification
  9. Last minute demands
  10. Illegal demands
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5
Q

What are principals? (in negotiations)

A

Union members & employer’s senior execs and shareholders

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6
Q

What should be taken into account when thinking about the long-term relationship of Union-management relationships?

A
  1. Economic & psychological needs
  2. Emotions from existing and past negotiations
    (may have been poor before)
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7
Q

What are the 4 sub-processes in negotiations?

A
  1. Distributive bargaining
  2. Integrative Bargaining
  3. Attitudinal Structuring
  4. Intraorganizational Bargaining
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8
Q

What is Distributive bargaining?

A
  • traditional way of bargaining - win lose

- limited resources are divided between parties

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9
Q

What is Integrative Bargaining?

A
  • shared interests

- parties’ objectives are not in conflict and joint gain is possible

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10
Q

What is Attitudinal structuring?

A

Refers to the parties’ relationship and what they do to change it.

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11
Q

What is Intraorganizational Bargaining?

A

Refers to activities within each side to build a consensus.

within the union or within the employers before the negotiations begin

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12
Q

What is Interest-Based Bargaining?

A

It is an approach to negotiations in which the parties use problem solving and attempt to find a settlement that produces gains for both.

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13
Q

What are four factors (or steps) in Interest-Based Bargaining?

A
  1. Separate the people from the problem
    - don’t place blame
  2. Focus on interests, not positions
  3. Invent options for mutual gain
    - generate several alternative solutions
  4. Use objective criteria
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14
Q

What are 4 factors that determine the Union-Management relationship?

A
  1. Economic, technological & legal factors
  2. Personalities & values of leaders
  3. Beliefs & values of leaders
  4. Experience with collective bargaining
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15
Q

Factors affecting union demands (7):

A
  1. Experiences with old collective agreement
  2. Grievances filed by bargaining unit members (i.e. employees)
  3. Arbitration decisions
  4. Input from bargaining unit members
  5. Input from national/international union head office
  6. Economic forecasts
  7. Contract settlements (locally & industry wide)
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16
Q

What are Union demands (3)?

A
  1. Try to have something in union proposals for all major consistencies
  2. Hold meeting to keep members informed
  3. Cost union proposals & potential management proposals
17
Q

What are 6 factors affecting Employer Demands?

A
  1. Experiences with old collective agreements
  2. Grievances & arbitration decisions
  3. Feedback from managers
  4. Business plans
  5. Economic forecasts
  6. Contract settlements (locally & industry-wide)
18
Q

What are Employer demands (3)?

A
  1. Set bargaining objectives
  2. Objectives are linked to firm’s business
    & HR strategy
  3. Cost management proposals & potential union proposals
19
Q

What is the role of bargaining power for the union? (accept & impose)

A
  • Ability to accept losses (size of strike fund)

- Ability to impose losses on employer (go on strike and stop operations, increased grievances)

20
Q

What is the role of bargaining power for the employer? (accept & impose)

A
  • Ability to accept losses (continue operations with minimal loss of business)
  • ability to impose costs on employees (lost wages during strike, possible lost jobs after strike if labour costs increase too much)
21
Q

What are 7 factors affecting the employer’s bargaining power?

A
  1. Inventory levels
  2. Interdependence of bargaining unit
  3. Competitive position of the employer
  4. Time of negotiations
  5. Ability to continue operations
  6. Bargaining structure
  7. Public opinion
22
Q

What are 8 factors affecting the union’s bargaining power?

A
  1. Support of bargaining unit members
  2. Size of strike fund
  3. Timing of the strike
  4. Effectiveness of the strike
  5. Effect of picketing
  6. Labour cost
  7. Elasticity of demand for product/service provided by employer (elastic and inelastic demands)
  8. Public opinion
23
Q

What are the 3 stages of negotiations?

A
  1. Establishing the negotiation range (posturing)
  2. Search phase *longest phase
  3. Crisis phase
24
Q

If a settlement zone exists, it is discovered during this phase. Various negotiations tactics are used (ex) bluffing, offers, etc) *** longest phase - What is the name of this?

A

The search phase

25
Q

What is the phase called where strike or lockout are imminent?

A

Crisis phase

26
Q

What are 3 types of issue during negotiations?

A
  1. Strike issues
  2. Trading issues
  3. Throwaway issues
27
Q

For every issue, each side has an initial offer, a target point and a bottom line. What is this called?

A

Settlement or Contract Zone

28
Q

If two sides bottom lines overlap, what is this called

A

A potentiality settlement zone ( if none than it is called an impass) - difficult to have settlement zones on issues of principal.

29
Q

What are some examples of strategies and tactics (3)?

A
  1. Reveal and conceal
  2. Boulwarism - take it or leave it - you come in with your resistance point - not bargaining with good faith
  3. Hardball tactics
30
Q

What are some opening moves during negotiations?

A
  1. Do not open with resistance point - allow for give-and-take
  2. Put forward several issues so that trade offs can occure
31
Q

What are 4 specific negotiating tactics?

A
  1. Ask for more than you expect
  2. Concessions
  3. Trade-offs
  4. Packaging
32
Q

Why should you ask for more than you expect?

A
  1. You might just get it
  2. It gives you some negotiating room
  3. It raises the perceived value
  4. It prevents the negotiation from deadlocking
  5. It creates a climate in which the other side thinks they won
33
Q

What are concessions?

A
  • moving closer to the other sides most recent position

- usually given gradually and slowly after the initial position

34
Q

What is a trade-off

A

A concession given by one side in return for a concession of similar value on another issue

35
Q

What is packaging?

A

Combining several different issues of one side into a comprehensive offer - often more effective than issue-by-issue approach when offered near the end of negotiations.

Labour Relations (5 decks)

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