KING GEORGE’S MEDICAL UNIVERSITY
COLLEGE OF NURSING
SUBJECT: NURSING MANAGEMENT
PRESENTATION
ON
COLLECTIVE BARGAINING
SUBMITTED TO: SUBMITTED BY:
MRS. PRIYANKA SINGH MISS NIDHI SACHAN
CLINICAL INSTRUCTOR M.Sc(N)2nd YEAR
KGMU KGMU
INTRODUCTION
Collective bargaining is the process of negotiations between the company and the representatives
of the union which aimed at agreements to regulate working salaries, working conditions,
benefits and rights for workers.
DEFINITION
Collective bargaining is a process by which employers on the one hand and employee
representatives on the other, attempt to arrive at an agreement concerning the conditions under
which employees will contribute and be compensated for their services.
OBJECTIVES OF COLLECTIVE BARGAINING
To maintain cordial relations between the management and workers.
To resolve the conflicts and problems relating to wages and working conditions of the
workers.
To implement the values and interests of the workers by collective action in order to
benefit the employers.
To ensure the participation of trade unions in industry.
To find the solution on the distinction of those involved between the workers and
management through voluntary negotiations and by arriving at a conclusion.
To avoid the need for government intervention as it is a voluntary process.
CONSTITUENTS OF COLLECTIVE BARGAINING
1. Indication of agreement with definite need has good scope of importance benefiting the
workers.
2. About the rights of the workers trade union and accountability of the management.
3. About the total salary, bonus, production rules, regulation, retirement benefits and other terms
and conditions of services as stipulated.
4. Provision for benefits for grievance redressal procedure.
5. To provide the apt method and machinery for the settlement of possible disputes and conflicts.
6. About the detailing bill or the work contract details or the terminal clauses.
PRE REQUISITES
Be sure to set clear objectives for every bargaining item, and be sure you understand the reason
for each.
Do not hurry.
When in doubt, discuss with your associates.
Be well prepared with firm data supporting your position.
Always strive to keep some flexibility in your position.
Don't concern yourself just with what the other party says and does; find out why.
Respect the importance for face saving for the other party.
Be alert to the real intentions of the other party-not only for goals, but also for priorities.
Be a good listener.
Build a reputation for being fair but firm.
Learn to control your emotions and use them as a tool.
As you make each bargaining move, be sure you know its relationship to all other moves.
Measure each move against your objectives.
Pay close attention to the wording of every clause negotiated; they are often a source of
grievances.
Remember that collective bargaining is a compromise process; There is no such thing as having
all the pie.
Try to understand people and their personalities.
Consider the impact of present negotiations on those in future years.
ESSENTIAL FEATURES OF COLLECTIVE BARGAINING
GROUP AND COLLECTIVE ACTION
It is always a collective process in two ways. The workers collectively negotiate for their
common interests and benefits so that they and the management jointly arrive at an amicable
solution through negotiations.
STRENGTH
In case of bargaining process, strength of both parties is equal.
CONTINUOUS PROCESS
It establishes a regular, systematic and stable relationship between the parties involved. It
involves not only negotiation of the contract but also the continuous administration or
application of the contract.
FLEXIBLE
It is flexible and adaptable, for both parties have to adopt a flexible attitude throughout the
process of bargaining.
VOLUNTARY
It is a voluntary process on the part of the management and the workers. The implementation of
the mutual agreement is also a voluntary process since it benefits both the parties.
DYNAMIC
In the past, the concept used to be changing, emotional and turbulent but now it has become
scientific, factual and systematic. Its coverage and style have changed.
POWERFUL RELATIONSHIP
It involves an authoritative relationship. Workers want to gain the maximum from the
management and the management wants to ex tract the maximum from workers by paying as
little as possible.
TWO PART PROCESS
It is a mutual process where both the parties tales up the benefits in terms of arriving at the
settlement of a dispute passed or not passed.
CLASSIFICATION OF COLLECTIVE BARGAINING
1. Integrative bargaining: In this type of bargaining, both parties may gain their benefits or
none gains.
2. Attitudinal structuring: This involves reshaping and moulding the attitudes like friendliness
or hostility, or trust or distrust, between workers and management.
3. Distributive bargaining: This involves bargaining over the distribution of surplus products
which involves the economic issues like salaries, wages and bonuses that needs vigilant
supervision and control.
4. Intra Organizational bargaining: This involves carefully guiding to achieve agreement with
the employees and management. Note that even within the union there may be some dis
agreements between different groups.
PRINCIPLES
PRINCIPLES FOR THE MANAGEMENT:-
The management should be waiting for the trade union to bring employees grievances to its
notice but should rather create the condition in which the employees can approach themselves
without involving the trade union.
The management should only deal with the one trade in the organization.
They must form and follow a realistic labor policy
They should treat the trade union fairly
They should regularly check the rules and regulations to determine the attitude and comfort of
its employees
Must agree to reform the trade union without any reservations
The management should not wait for the trade union to bring employees problems
PRINCIPLES FOR THE TRADE UNIONS:-
The trade union should eliminate racketeering and other undemocratic practices within their
own organization
Trade union leaders should resort to strike only when all other methods of the settlement of a
dispute have failed
Trade union leaders should not imagine that their only function is to secure higher wages, shorter
hours of work and better working conditions for their members.
Trade union leaders should assist in the removal of such restrictive rules and regulations that are
likely to increase costs and prices and reduce the amount that can be paid out as wages
PRINCIPAL OF UNION AND MANAGEMENT:-
Collective bargaining should be made an education well as a bargaining process.
It should offer to trade union leaders an opportunity to present to the managements.
There should be an honest, able and responsible leadership for only this kind of leadership
which make collective bargaining effective and meaningful.
There must be mutual confidence and good faith and a desire to make collective bargaining
effective in practice.
STEPS OF COLLECTIVE BARGAINING
IDENTIFICATION OF THE PROBLEM
It is to identify the problems in working area that influences the whole pro cess of collective
bargaining. It also affects the selection of representatives, their number, period of negotiations
and period of agreement that is reached ultimately.
PREPARATION FOR NEGOTIATION
Negotiations are prepared after detailed planning and implementation of the planned strategies
that consumes long period of time. They set up the objectives to be achieved through the
collective bargaining.
NEGOTIATION PROCEDURE
a. Representatives who lead the negotiation are selected by the members of the trade union.
b. They do the review about the existing problem in depth; one who leads the group with the
authority will be decided to lead the negotiation in a successful manner.
c. Particular time and duration will be fixed in advance fixing for negotiations.
d. Always the chief negotiator delivers the problem to the group, narrates its intensity and nature
and the ideas and concepts of both the parties. Representatives of both the sides are allowed to
deliver their views about the problems.
e. Representatives from both the sides should reach the negotiation table with a positive frame of
mind and should try to ascertain what the other party is arguing for.
f. They should think about what counter arguments they can present and how to disagree, if need
be, effectively while the other party is presenting its views.
g. The process generally culminates in an agreement which is known as a labour contract, union
contract or a labour-management contract.
h. The agreement should be printed and circulated among all the employees so that they know
exactly what has been agreed upon between the management and their representatives.
i. Both parties should sign the agreement which, in turn, becomes a binding contract for both,
that is, the terms must thereafter be sincerely observed by them.
IMPLEMENTATION OF CONTRACT
The implementation of the negotiation process is not met merely by signing the agreement but by
the development of good relationship between the workers and the management.
IMPORTANCE
It is a democratic method where every employee has the freedom to exercise his/her
rights and the same is implemented by collective bargaining about the conditions of
employment. It is always a voluntary process without any third-party intervention.
It ends in good relationship and understanding between workers and management. The
employer gains a better insight into the problems and aspirations of workers and the
workers become better aware of the economic and technical problems of the industry.
It provides adaptable means for adjustment of wages and employment conditions to
economic and technological changes in the industry, as a result of which the chances of
conflict are reduced.
It assists in establishing a code that defines the rights and obligations of each party. There
will always be basic standards fixed and management cannot take immediately the
arbitrary actions to exploit workers. It creates a sort of 'industrial injustice'.
It provides a solution and alternative to the problem of industrial sickness in industry and
ensures old-age pension and other fringe benefits.
It facilitates better application of decisions due to the direct involvement of both the
parties.
It is the significant aspect of labour management relations and extends the democratic
principle from the political to the industrial field.
It evaluates and distributes equitably the benefits derived from industry among all the
participants, including employees, unions, suppliers, management, customers and public.
LEVELS OF COLLECTIVE BARGAINING
National level: National bargaining is a negotiation between union confederations,
central employer associations confederations, central employer associations and
government agencies. It aims at providing a floor for lower level bargaining on the terms
employment.
Sector Or Industry Level : Sector oral bargaining, which aims at the Sectoral
bargaining, which aims at the standardization of the terms of employment in
standardization of the terms of employment in one industry, includes a range of
bargaining one industry, includes a range of bargaining patterns.
Company level: The third bargaining level involves the company and/or establishment. .
As a supplementary type of bargaining, it emphasizes the point that bargaining levels
need not be mutually levels need not be mutually exclusive.
Advantages
It provides equal powers to do the bar gaining between administrators and staff
associate.
The benefits of grievance reporting procedures become possible for all workers.
It helps for staffing in systematic manner and equitable distribution of work can be
established.
Professionalism will be enhanced
Able to do the direction and control of the bargaining process.
Disadvantages
There are chances for development of adversary relationships between administration
and staff associates.
But the possible strikes may affect those grievance benefits being reached to the
workers may not be prevented.
Sometimes not possible if the negotiations do not occur properly since unions can
interfere with the management of the organization.
If there is no dispute settled, then it is difficult to promote professionalism.
Needs good knowledge and training in the collective bargaining. Leadership for
unions may be difficult to find because many professional nurses have little
experience in positions of authority.
NURSES PARTICIPATION IN COLLECTIVE BARGAINING
To increase the power of the individual
To increase output into organizational decision making
To eliminate discrimination and favoritism
To be socially accepted
To be one with the employees
To improve patient outcomes and quality.
RESEARCH STUDY
A cross sectional study was conducted on perception of collective bargaining and satisfaction
with collective bargaining on employees’ job performance. This study explores the influence of
collective bargaining and satisfaction with bargaining on employees’ job performance. A
structured questionnaire was distributed to selected sample of 181 unionized employees in the
public sector organizations. The results revealed two models, with the first model indicating that
satisfaction with collective bargaining (β = .56, p < 0.01) was a significant direct predictor of job
performance among employees. The second model showed 35% incremental change in
employees’ job performance. This indicated that age (β = .27, p < .01), and educational
qualification (β = .58, p < .01) were significant independent predictors of employees job
performance. This study showed that collective bargaining process is very critical in determining
organizational industrial relations which in turn help to improve job related outcome such as
employees’ job performance.
SUMMARY
In this presentation I Have discussed about Collective Bargaining, its definition, essential
features, objectives, steps of collective bargaining, principles, characteristics, advantages and
disadvantages of collective bargaining.
CONCLUSION
Negotiations may be competitive or collaborative, but collaborative negotiations generally
have more positive outcomes. A major goal of effective negotiation is to make the other party
feel satisfied with the outcome. The focus in negotiation should be to create a win-win
situation.
An effective manager always seeks to do what is just when making decisions that deal with
unions. She or he maintains required staffing and ensures a safe working environment. The
right of the organization and employee are protected as the manager uses personal policies in
a non discriminatory manner. The manager who creates a stable environment that minimizes
the conditions leading to conflict has more time and energy to focus on meeting productive
organizational and human resource needs.
REFERENCE
Vati J. Principles and Practice of Nursing Management and Administration. 2nd ed.2020.
Jaypee Brothers Medical publisher. Pg 494
Basavanthappa BT. Nursing Administration. 2nd ed. 2009. Jaypee Brothers Medical
Publisher. New Delhi. Pg
Clement I. Management of Nursing Services and Education. 2nd ed. 2017. Elsevier
publisher. Pg 528-534
Babalola S S, Ishola A. perception of collective bargaining and satisfaction with
collective bargaining on employees’ job performance. Research gate (March 2017). DOI:
10.22495/cocv14i2c2p3
