tailieunhanh - Lecture An introduction to collective bargaining and industrial relations (4e) – Chapter 1: A framework for analyzing collective bargaining and industrial relations

Chapter 1 - A framework for analyzing collective bargaining and industrial relations. The main contents of the chapter consist of the following: The Participants, assumptions about labor and conflict, the three levels of industrial relations activity, the institutional perspective, the performance of collective bargaining, the plan of the book. | Chapter A Framework for Analyzing Collective Bargaining and Industrial Relations 1 McGraw-Hill/Irwin An Introduction to Collective Bargaining & Industrial Relations, 4e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. The Participants Management Labor Government 1 - Management Responsible for promoting the goals of employers and their organizations Composed of at least three groups: Owners and shareholders Top executives and line managers Industrial relations and human resource staff professionals 1 - Labor Encompasses both employees and the unions that represent them Employees influence whether the firm meets its objectives Shapes the growth and demands of unions 1 - Assumptions About Labor and Conflict Labor is more than just a commodity Some acquired skills are of unique value to the employer Skills may not be easily marketable Not always easy to change jobs A Multiple Interest Perspective Industrial relations policies must consider both employer and employee interests 1 - The Inherent Nature of Conflict There is an inherent conflict of interest between employer and employees It is economic, not pathological Arises from a clash of economic interests Workers seek higher pay and job security Employers pursue profits Society has an interest in limiting the intensity of work conflicts 1 - Common as Well as Conflicting Interests Both management and labor can benefit from increasing productivity It can produce both higher wages and higher profits No single best objective satisfies all parties Successful relationships occur when both parties resolve issues and pursue joint gains 1 - Trade-Offs among Conflicting Goals Focusing on any single goal is inappropriate It would destroy collective bargaining as an instrument for accommodating the multiple interests of workers and employers Unions would not survive if suppressed Management could not compete in the global market with excessive labor costs 1 - The Three Levels . | Chapter A Framework for Analyzing Collective Bargaining and Industrial Relations 1 McGraw-Hill/Irwin An Introduction to Collective Bargaining & Industrial Relations, 4e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. The Participants Management Labor Government 1 - Management Responsible for promoting the goals of employers and their organizations Composed of at least three groups: Owners and shareholders Top executives and line managers Industrial relations and human resource staff professionals 1 - Labor Encompasses both employees and the unions that represent them Employees influence whether the firm meets its objectives Shapes the growth and demands of unions 1 - Assumptions About Labor and Conflict Labor is more than just a commodity Some acquired skills are of unique value to the employer Skills may not be easily marketable Not always easy to change jobs A Multiple Interest Perspective Industrial relations policies must consider both employer

• Marketing - Bán hàng
• Collective bargaining
• Industrial relations
• Thương lượng tập thể
• Quan hệ lao động
• Workplace level
• Strategic level
• The public sector
• Management strategies
• Structures for collective bargaining
• Legal regulation
• Conspiracy doctrine
• Labor policy
• Collective bargaining agreement
• Union organizing
• Bargaining structures
• Bargaining power
• Public policy
• Negotiations process
• Distributive bargaining
• Interest based bargaining