Techniques that Labor and Management Use for Bargaining
ABSTRACT:
The assignment explains that what are boycotts and lockout and what are the techniques that labour and management use to get out of impasses that occur due to the breakup of collective bargaining process. Sometimes management use lockout as a tool for break strikes and boycotts by labour and sometime both parties used third party assistance to resolve the issue. In the assisgment we used all the aspects of our theory classes on the topic of boycotts and lockout.
Internet WWW page at URL: http://www.willamette.edu/cla/ssrd/abstract_examples.htm (accessed 10/11/09)
INTRODUCTION:
In this competitive age, it is difficult for organization to handle Situation like strikes and boycotts. Every industry is running under the rules and regulation define by the authorities and should strictly follow the rules regarding minimum wages, safety of employees at work place, on job facilities, provident and retirement packages, but some times management have to face severve conditions in the form of boycotts and strike. These strike and boycotts sometimes back by business rival or sometimes it is natural and due to the management negligence. Management have to take prompt action against any of these condition in the form of lockout or suspending employees if these lockout and strike are illegal. It is depend on circumstances that how management is tackle these conditions.
DEFINE BOYCOTTS:
Boycott is basically a combine action to withhold business or social relation or to avoid trade and common interaction from property owner, proprietor, Company owner and management or other person. It is way of showing strong disapproval.
Internet WWW page at URL: http://www.brainyquote.com/words/bo/boycott138548.html (accessed 27/11/09)
DEFINE LOCKOUTS:
Lockout is basically the action of management to withhold work and denies entrance of employees in to place of work. If lockout is taken place by more than one company in performance it is called a joint lockout.
The assignment explains that what are boycotts and lockout and what are the techniques that labour and management use to get out of impasses that occur due to the breakup of collective bargaining process. Sometimes management use lockout as a tool for break strikes and boycotts by labour and sometime both parties used third party assistance to resolve the issue. In the assisgment we used all the aspects of our theory classes on the topic of boycotts and lockout.
Internet WWW page at URL: http://www.willamette.edu/cla/ssrd/abstract_examples.htm (accessed 10/11/09)
INTRODUCTION:
In this competitive age, it is difficult for organization to handle Situation like strikes and boycotts. Every industry is running under the rules and regulation define by the authorities and should strictly follow the rules regarding minimum wages, safety of employees at work place, on job facilities, provident and retirement packages, but some times management have to face severve conditions in the form of boycotts and strike. These strike and boycotts sometimes back by business rival or sometimes it is natural and due to the management negligence. Management have to take prompt action against any of these condition in the form of lockout or suspending employees if these lockout and strike are illegal. It is depend on circumstances that how management is tackle these conditions.
DEFINE BOYCOTTS:
Boycott is basically a combine action to withhold business or social relation or to avoid trade and common interaction from property owner, proprietor, Company owner and management or other person. It is way of showing strong disapproval.
Internet WWW page at URL: http://www.brainyquote.com/words/bo/boycott138548.html (accessed 27/11/09)
DEFINE LOCKOUTS:
Lockout is basically the action of management to withhold work and denies entrance of employees in to place of work. If lockout is taken place by more than one company in performance it is called a joint lockout.
References: 9. Buidens, Wayne, and others. "Collective Gaining: A Bargaining Alternative." Phi Delta Kappan (1981): 244-245. 2. Breadwell, Ian (2007) Human Resource Management: A contemporary Approach (5th edn) Prentise Hall 3