26 February 2012
Lynne Treykor
Collective bargaining, as its name implies, is achieved when two or more parties come together to make a decision about something. Specifically, it is achieved when employers and a group of employees work together to decide important terms and conditions regarding employment. These terms and conditions include compensation as well as rights and responsibilities of employees, employers, and unions. They can also include guidelines for resolving problems such as grievances and disputes (Budd, 2010, p. 13). According to our text book, Labor Relations: Striking a Balance, increased focus on quality and greater competitiveness caused changes in business that have shaped collective bargaining in three ways. First, collective bargaining has experimented with less detailed, shorter work guidelines or contracts. This is an attempt to increase flexibility and efficiency that was stifled by large, multi-volume, detailed guides/contracts. Second, mutual gains of integrative bargaining have been embraced to enhance cooperation and joint problem solving instead of competition and conflict. Finally, collective bargaining has become more focused on continuous communication to foster flexibility and on-going productive and cooperative relationships. This goal was not well served by the traditional process of re-negotiating contracts on a 3 year basis (Budd, 2010, p. 13-14). It was interesting to learn that the current legal framework for private sector collective bargaining dates back to 1935, which was actually during the great depression. This was followed by WWII which brought about an era of mass manufacturing and was marked by a significant difference between blue and white collar workers. Today in the US, mass manufacturing has declined as flexible production methods, the rise of knowledgeable workers and intense global competition has increased (Budd, 2010, p. 14). The unions and
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