Employer-Employee Relationship

When an employer hires a new employee, he is not just bringing a new member of the workforce aboard, he is also starting a new relationship. Because employers and employees often work in close quarters, they necessarily develop relationships. Managing these relationships is vital to business success, as strong relationships can lead to greater employee happiness and even increased productivity. To reap these benefits, keep the dynamics of your employer-employee relationship in mind

Collective Bargaining is

Collective bargaining is the negotiation process that takes place between an employer and a group of employees when certain issues arise. The employees rely on a union member to represent them during the bargaining process, and the negotiations often relate to regulating such issues as working conditions, employee safety, training, wages, and layoffs

Collective Bargaining Process

Preparation for choosing a negotiation team and representatives of both the union and employer. Both parties should be skilled in negotiation and labor laws, and both examine available information to determine whether they have a strong standing for negotiation. Then after open  Discussion for Both parties meet to set ground rules for the collective bargaining negotiation, further Proposal implement for Both representatives make opening statements, outlining options and possible solutions to the issue at hand and Bargaining for Following proposals, the parties discuss potential compromises, bargaining to create an agreement that is acceptable to both parties. This becomes a “draft” agreement, which is not legally binding, but a stepping stone to coming to a final collective bargaining agreement then after execute Final Agreement , Once an agreement is made between the parties, it must be put in writing, signed by the parties, and put into effect.

Benefits of Collective Bargaining

According to studies, employees covered by collective bargaining often have better working conditions, higher wages, and better benefit packages than employees who are not members of a labor union. For example, union workers are more than 18 percent more likely to have affordable health insurance and 22 percent more likely to have pension coverage. Wage advantages offered by collective bargaining mostly benefit earners of middle and lower wages, reducing wage gaps. Membership in labor unions and collective bargaining also benefits employees by decreasing the wage gap that exists between male and female employees.

Advantages of Collective Bargaining

1. Collective bargaining gives workers a larger voice.

When workers are individuals, then it can be difficult to negotiate with an employer. Many non-union workers are faced with a “take it or leave it” type of offer. If an employee doesn’t take it, then the employer will hire someone who does. Collective bargaining allows workers to band together into larger groups, create a louder voice that can help provide one another with a mutually beneficial outcome.

2. Collective bargaining can improve a worker’s quality of life.

Collective bargaining agreements will usually result in a higher level of pay for a worker. There may also be improvements in the quality and cost of worker benefits. If neither is improved, then there is still the potential to improve the safety and working conditions that are found in the workplace. These can all contribute to workers with a valid CBA enjoying a higher overall quality of life.

3. Collective bargaining creates enforcement consistency.

Non-union workers are often hired in an “at-will” status. Unless there is an issue with discrimination, whistleblowing, or some other legally protected reason, a worker can be fired at the pleasure of the employer. This means there is no real job security in such an arrangement. Not only does collective bargaining provide this security, but it also puts everyone\ on a level playing field. Each worker and the employer is bound by the negotiated contract.

References

Armstrong, M and Taylor, S. (2014)  A hand Book of Human Resource Management Practice. Kogan Page, UK.

Allen, I. E and Seaman, J. (2010). Class differences,  Online education in the United States

http://web.peralta.edu/hr/employee-relations/employee-relations-2

Gardner H: Frames of mind: the theory of multiple intelligences. 1993,

Smith MK: David A Kolb on Experimental Learning.2010,

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