Bargaining Process of an  Organization Union

 Bargaining Process of an  Organization Union

Every firm must acknowledge its employees’ value and ability to speak up. Having contented staff is a vital part of every company’s performance. The organization must recognize these requirements, goals, and aspirations to establish an atmosphere that adds to the employee’s total pleasure. Company employees discussed and reached an agreement on their demand for pay increases. They handed it up to the upper management. Employees sought a raise in pay in recognition of the effort they put in to meet the company’s aims and objectives. Upper executives had a whole discussion with them about this subject, bearing in mind their requests.

Do you need an original copy of “Bargaining Process of an  Organization Union”? Place your order now.

The organization’s headquarters are in Georgia, a right-to-work state. This implies that workers are not required to join a union to work for a unionized employer, and if they desire to join a union, employers cannot prevent them from doing so (Rowe, 2016). Other employment legislation in Georgia covers civil rights, median wage, worker’s compensation, and harassment in the workplace, among other topics.

Mannrich (2022) documented that labor unions are formed to safeguard workers’ interests. A union is often a collection of people who band together to improve their working conditions and perks. The union can be created by proposing a collective bargaining agreement to distinct groups of workers. Employees may leave or protest if a corporation refuses to comply with the CBA.

The themes that must be included in a union-employer agreement are mandated negotiating subjects. Salaries, overtime days, and other employment conditions are among the topics covered. The themes directly necessary for negotiating are those that an individual not represented by a labor organization should bargain with the employer about because they are not meant to. Wages, working hours and circumstances, and other employment conditions are among them.

Other terms and conditions of employment, except wages and hours, are five

1. Days and hours off
2. Health and Safety
3. Pensions
4. Retirement benefits,
5. holidays, vacation time, or a combination of any of the above

Permissive bargaining subjects in the negotiations will include:

• Scheduling
• Layoff and recall policies
• Attendance policy
• Training and development of employees
• Rules, regulations, and procedures of the company

The hiring of bargaining team members is a time-consuming process. I selected the four supervisors so that I have the necessary skills, abilities, and experience to accomplish this difficult task. The selected supervisors have proven their ability to deal with conflict and understand the dynamics of negotiations. I chose this set of supervisors because of the following reasons: (1) they have the experience, knowledge, and skills needed to negotiate and negotiate effectively; (2) they are willing to be part of my bargaining team; (3) they know how to work with other people constructively. The first supervisor is Tom, who is a union member. Tom is an experienced professional negotiator who has worked in several industries and various industries over the years. Tom has an excellent foundation in negotiation, which includes understanding and managing conflict, managing different personalities, understanding the industry and environment, and understanding the various steps involved in successful negotiation. The second supervisor that was selected is Matt. His peers nominated him because he has managed several teams in his organization. Matt has substantial experience negotiating both from a management and union perspective. Matt has several years of negotiation experience, which will benefit the bargaining team because he understands the company’s culture and union philosophies. Jeff was selected as the third supervisor because of his extensive knowledge and experience in employee relations, which will help me better understand my company and the union. Jeff has extensive experience working at several Fortune 500 companies throughout his career, which will help me understand my company’s culture. Jeff has a consistent track record of success in negotiations, which will help the team succeed in the bargaining process. The fourth supervisor is Larry because he has significant experience with the union and is willing to work hard for the organization. He has negotiated with union presidents and experienced organized labor leaders. Larry knows what it takes to negotiate successfully and will help me increase productivity levels and decrease employee turnover, as well as other positive outcomes that will achieve our goals for growth.

Explain how each supervisor can contribute to conflict resolution strategies used during negotiation.

Tom can contribute by (1) keeping the team focused on the task at hand and on our goals; (2) providing us with his vast experience and industry knowledge that can help us to understand the union better; and (3) empowering us by giving us the necessary authority we will need to negotiate an acceptable collective bargaining agreement. Matt can contribute by (1) keeping the team focused on our goals and objectives; (2) ensuring that we maintain a favorable negotiating environment with a successful outcome in mind; and (3) giving us a fresh set of eyes. Jeff can contribute by (1) providing us with a realistic view of our bargaining team members, their strengths and weaknesses, and in-depth knowledge of our bargaining team, the company’s culture, the environment, and the history of our negotiation process; (2) helping the team not to be complacent; and (3) making sure we keep up with current issues at work. Larry can contribute by (1) bringing a union perspective to our negotiations; (2) providing each bargaining team member with needed resources, such as the collective bargaining agreement; and (3) giving the union more credibility.

What are the two collective bargaining strategies?

2. Interest-based bargaining: which focuses on interests and not on position. The union will request assistance from the company regarding the reality that they are accountable for their workers. The union is in charge of bargaining on behalf of individuals and adequately defends them. This strategy establishes a non-adversarial environment where both sides can strike a deal.
3. Issues-based bargaining: This negotiation technique is similar to Interest-Based Bargaining in that neither the business nor the union must form any connection. Both sides can deal on their own

Recommendation

I would suggest issue-based negotiation, a more effective strategy to achieve the desired goals.

1. The bargaining team members will be able to deal with their issues constructively and proactively; 2. The bargaining team members will be able to reach informal agreements that they can use as guidance throughout their careers; 3. The employer can decide at the end of the negotiation process whether or not they want to keep negotiating with the union; and 4. Both parties can work more efficiently due to better negotiation results since it is more cost-effective than Interest-based bargaining, which is difficult and time-consuming.

What will you propose happens if your team and the employee representatives do not reach a labor-management agreement?

If our negotiating team and labor union cannot establish a deal, we will probably revert to the collective bargaining agreement that existed before recent negotiations. As a result, I suggest that the union and the company restart talks to strike a deal. If it does not succeed, the union can ask for a fact finder to assist in resolving the residual disagreements so that a deal is struck. In addition, the union may seek mediators to assist in striking a deal. Even if a fact-finder is unable to reach an agreement, both sides will be able to benefit from their experience and continue conversations.

Other Related Post: https://eminencepapers.com/financial-condition-analysis-report-for-abc-healthcare-corporation/

References

Tremblay, J. F. (2016). From principled negotiation to interest-based bargaining. Universal Journal of Industrial and Business Management, 4(2), 71-79. Interest bases CBA

https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.1056.4169&rep=rep1&type=pdf

MANNRICH, N. (2022). THE IMPORTANCE OF TRADE UNIONS AND THEIR ROLE IN

SOCIAL PROTECTION. Philosophical and Sociological Reflections on Labour Law in Times of Crisis, 177.

https://books.google.co.ke/books?hl=en&lr=&id=xpxvEAAAQBAJ&oi=fnd&pg=PA177&dq=importance+of+unions&ots=Wn6zzGooIe&sig=j5pSwRBOJvKviIb33bwConIadhg&redir_esc=y#v=onepage&q=importance%20of%20unions&f=false

Rowe, S. (2016). The impact of right-to-work laws on wages and employment. University of Maryland, Baltimore County.

https://www.proquest.com/openview/f48dd0ea3eecec8ff35b40cb85dc1e01/1?pq-origsite=gscholar&cbl=18750

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

---

The employees at your organization have formed a union, and the bargaining process begins. Write a case study in which you analyze the situation. First, begin with background information about the negotiation, and make sure to address the areas below.

• Identify the state where the organization is located. Is the state a right-to-work state? If yes,      explain what this means. If no, explain what this means. Why are the employees deciding to unionize? What are the mandatory bargaining subjects? Other than wages and hours, what are five other terms and conditions of employment? What are permissive bargaining subjects that will be negotiated? List at least five.
• Second, you need to select members of your bargaining team. You will select four supervisors from the attached document (supervisors.pdf). Discuss why you selected each supervisor, and compare/contrast their conflict management styles. Each supervisor must have a different conflict style. Explain how each supervisor can contribute to conflict resolution strategies used during negotiation.
• Third, explain the two collective bargaining strategies, and identify which one you recommend your team use. Explain and support your rationale.
• Finally, what will you propose happens if your team and the employee representatives do not reach a labor-management agreement?

Your case study must be a minimum of three pages in length, not counting the title and reference pages. Your case study should present an insightful and thorough analysis with solid arguments and evidence. You must use three academically reliable sources to support your analysis.

Adhere to APA Style when constructing this assignment, and include in-text citations and references for all sources used.