Topics: Trade union, Negotiation, Mediation Pages: 8 (2274 words) Published: March 27, 2011
a)Whatis the rationale behind grievance management?
b)Define collective bargaining. With the aid of a diagram, describe in detail the collective bargaining process. a)
A grievance is a complaint formally stated in writing.It is an important that a dissatisfaction be given an outlet,and that is what grievance is for.Any factor involving wages, working hours or conditions of employment that is used as a complaint against the employer.The best way to handle grievance is to create a conducive work environment that will not promote dissatisfaction among employees.Positive and harmonious working environments provide the best opportunity for people to be happy, productive and focused. Staff turnover drops and efficiency improves.While grievances are often thought of as undesirable and dysfunctional, they can have positive outcomes such as uncovering problems and building relationships – if they are faced reasonably and rationally.However, when the number of workplace grievances becomes excessive, or are not effectively dealt with, people get upset, efficiency drops, problems escalate, and if the issues involve harassment which is against the law, charges may arise.

In organized labor/industrial relations, collective bargaining involves workers organizing together (usually in unions) to meet, discuss, and negotiate upon the work conditions with their employers. Such bargaining normally results in a written contract setting forth the wages, hours, and other conditions which the parties agree on for a stipulated period.It is the practice in which union and company representatives meet to negotiate a new labor contract. In various national labor- and employment-law contexts, the term collective bargaining takes on a more specific legal meaning. In a broad sense, however, it implies the coming together of workers to negotiate their employment-conditions.The collective bargaining process consists of a number of stages which is preaparation and initial demands,negotiations,settlements or impasse and strikes and lockout.

This phase involves composition of a negotiation team. The negotiation team should consist of representatives of both the parties with adequate knowledge and skills for negotiation. In this phase both the employer’s representatives and the union examine their own situation in order to develop the issues that they believe will be most important. The first thing to be done is to determine whether there is actually any reason to negotiate at all. A correct understanding of the main issues to be covered and intimate knowledge of operations, working conditions, production norms and other relevant conditions is required.

Next is the negotiation process between the related parties.Here, the parties decide the ground rules that will guide the negotiations. A process well begun is half done and this is no less true in case of collective bargaining. An environment of mutual trust and understanding is also created so that the collective bargaining agreement would be reached.This phase involves the initial opening statements and the possible options that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The exchange of messages takes place and opinion of both the parties is sought.

After reaching agreement,the bargaining parties usually return to their respective constituencies to determine an informal agreement is acceptable.negotiations are easy if a problem solving attitude is adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of agreements take place.Once the parties are through with the bargaining process, a consensual agreement is reached upon wherein both the parties agree to a common decision regarding the problem or the issue. This stage is described as consisting of effective joint implementation of the agreement through shared visions, strategic planning and negotiated change.

Negotiations may...
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