Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
ADM 3334 Chapter 8
| Question | Answer |
|---|---|
| who do labour negotiations take place between | parties with ongoing relationship |
| min ppl involved in contract netiations | at least one employer, one union rep for employees working at one location but someonetimes employer dealing with multiple unions |
| bargaining structure | number of unions, employers and locations involved in contract negotation - significant bc affects negotiation process, strikes |
| types of bargaining structures | - singe employer, single place, single union <- common in Canada - singel employer, multiple locations, single union<- auto industry, |
| centralized bargaining | contract negotiation that invovles one or more employers, locations or unions |
| what can centralized bargaining help avoid | help employer avoid whipsawing where union negotaites with several employers and use settlement as leverage with another employer |
| industry bargaining structure | multiple employers and locations, one union |
| decentralized bargaining | one employer, one location, one union |
| pattern bargaining - informal bargaining | union negotiates agreeement with one employer then attempts to have it copied with other employers, common in auto industry |
| factors affecting bargaining structure | - division of legislative and admin authority - labor relations board decide certification of bargaining units - economic factors |
| intra-organizational bargaining | activities within employer or union to build internal concensus |
| distributive bargaining | used to divide limited resources like wages, use when conflicts, may have losses |
| integrative bargaining | objectives not in fundamental conflict and there is a possibility for win win - alternative to traditional bargaining |
| attitudinal structuring | relationship the parties have and what they do to change their relationship |
| implication of subprocesses | 4 processes interrelated so actions in one may affect another |
| 4 subprocesses | integrative, distributive, intra-organizational, attitudinal |
| 5 types of union managmeent relations | conflict, containment, accomodation, cooperation, collusion |
| conflict | hostile, employer oppose union, union views employer as enemy, likely for unfair labour practice |
| containment agression | employer reluctantly accepts union, employer aim to contain union influence |
| accomadation | both parties recognize legit of other, moderate respect |
| cooperation | accept eachother, willling to collab |
| collusion | coalition that may be illegal |
| who can give notices to bargain CA | employer or union and once notice given, employer cant change terms of agreement until union has right to strike or lockout |
| bargaining teams | - employer bargaining teams may include labor relations, operations manager - union team impacted by union's constitution |
| prep negotiation | review factors affecting union demands and anticipate other's position |
| meeting bargaining teams | neutral location like hotel |
| duty to bargain in good faith | labor relations in all jurisdictions impose this where must make reasonable efforts to reach agreement but doesnt guarantee CA reached, and recongize union, failure is unfair labour practive |
| 3 stages of negotiation | - establish range where give position on issues - search phase where address non- monetary, then monetary bc employees only strike over monetary issues - crisis phase |
| surface bargaining | go through motions with no intent to reach agreement |
| breach of duty | sudden unexplianed changed in position or send reps who dont have enough info |
| first contract arbitration | neutral arbitrator or board hear rep and determine contents of first agreement |
| why is first contract third part intervention significant | prevents employers from avoiding union by adopting unreasonable positions in bargaining |
| 4 strategies in distributive bargaining | resistance point, target point, initial position, final voite offer |
| resistance point | party's bottom line, when overlap, there is contract zone so can reach agreement, if no overlap, someone must change resistance point to reach agreement |
| target point | results they hope to obtain |
| initial position | party's first offer, start with extreme offer to get better results |
| final voit offer | held once during notiations, vote by employee o an offer made by employer |
| nibble approach and playing chicken - hardball tactics | - nibble where ask for small concessions on item not previouslt discusses - play chicken where one side threatens other side to force them to agree |
| factors affecting employers bargaining power | inventory level, time of neogtioation, barginiang structure |
| ratification vote | employees vote to approve or reject negotiated agremeent |
| interest based bargainign | to adress flaws of traditional bargianing, where parties use problem solving to produce gains for both, same as integrative bargaining |
| hard bargaining | persistent and legit attempts to reach agreement on favourable terms |
Created by:
emilysun77