COLLECTIVE BARGAINING IN UNIONISED ENVIRONMENTS

 



Collective bargaining generally means an open negotiation between two parties on the agreement of the terms and conditions of their working relationship. It usually happens between an employer and a group of employees usually represented by a trade union or a labour union.

Conjunctive and cooperative bargaining are the two major approaches to negotiations and conflict resolution among two working parties. Conjunctive bargaining focuses on integrating the interests of both parties in understanding and addressing the underlying needs and concerns of all parties. It also looks forward to collaborative problem-solving where both parties work together to find effective solutions to challenges, whereas, cooperative bargaining emphasizes collaboration to achieve common goals between both parties. It values trust building—it seeks to establish firm grounds for long-term relations and is often associated with nonunionized environments.

Since conjunctive bargaining values mutual gain, open communication, and transparency, plus its focus on interests, it can easily be used to determine pay and resolve differences in a unionized work system. The problem of determining payment has to do with factors including cost of operations, demand against supply and price. The employer and the agreement of the employees usually determine it. When there is a problem with pay, the attributes of this type of bargaining can be drawn to bring closure between the parties in the following ways. First, the affected party will draw the other party's attention to the challenge, usually the employer, and have them address the issue. This will be discussed openly and objectively since each party needs the other to grow the business.

The issue of resolving differences follows the same pattern. Suppose a party feels undermined in any way in the working relationship. They will bring it up for discourse between themselves and the other party, and the matter will be discussed and resolved, still with the characteristics of joint problem-solving that mark this style of bargaining. Below are a few benefits of conjunctive bargaining as a negotiating tool. 

BENEFITS OF CONJUNCTIVE BARGAINING

1. Improved Collaboration and Trust

Conjunctive bargaining encourages trust and can lead to better communication, reducing the likelihood of conflicts or strikes. When both sides work together to find mutually beneficial solutions, it strengthens the overall partnership.

2. Enhanced Problem-Solving

Instead of focusing on opposing positions, conjunctive bargaining opens the door to creative, win-win solutions by focusing on shared interests. The parties involved look for ways to address issues that benefit both sides and often result in more effective and innovative solutions to improve productivity, employee satisfaction, and company performance.

3. Stability and Reduced Conflict

It reduces adversarial standoffs and minimizes the chance of industrial actions such as strikes or work stoppages, which can be disruptive and costly for both employers and employees.

4. Long-Term Benefits

The environment of cooperation in conjunctive bargaining often leads to agreements focusing on long-term improvements, rather than short-term gains. They include initiatives like job security, skill development, and workplace health and safety, which have lasting benefits for both parties.

5. Stronger Worker Engagement and Morale

Employees will feel more valued and respected when they see their union working collaboratively with management to improve their work environment. This increases worker engagement, job satisfaction, and morale.

6. Increased Productivity

In seeking the interests of both workers and employers, conjunctive bargaining can result in agreements that promote greater efficiency and productivity. For example, a union might agree to flexible work arrangements if the employer provides better training, leading to more skilled and productive workers.

Conjunctive bargaining always promotes a cooperative approach to resolving labor disputes and negotiating agreements, creating a more positive, productive, and stable work environment if the processes are carried out well. The emphasis on shared interests and collaboration benefits both the union and the employer by reducing conflict, improving problem-solving, and fostering long-term mutual benefits. To enhance our knowledge, here are some researchers who have contributed immensely to our appreciation of what collective bargaining is over several decades: Webb and Webb in 1902, Walton and McKersie’s in 1965, Flanders in 1968, Fisher and Ury in 1981 to recent times by Gennard and Judge in 2010.

 

PAUL ANANG AMASAH

22ND NOVEMBER, 2024

THE COLLEGE BUSINESS CONSULT

thecollegebc@gmail.com

 

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