C.B.

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Collective Bargaining:

Collective Bargaining .

According to Dale Yoder, “Collective bargaining is the term used to describe a situation in which the essential conditions of employment are determined by bargaining process undertaken by representatives of a group of workers on the one hand and of one or more employers on the other.” :

According to Dale Yoder, “Collective bargaining is the term used to describe a situation in which the essential conditions of employment are determined by bargaining process undertaken by representatives of a group of workers on the one hand and of one or more employers on the other.”

Objectives:

Objectives To settle disputes To Protect interest of the workers To resolve the differences To avoid third party intervention

Types of C.B.:

Types of C.B. Conjunctive / Distributive Co-operative Productivity Composite

Subject matter:

Subject matter I .Rights and responsibilities of the management and of the trade union II. Wages, bonus, production norms, leave, retirement benefits, and terms and conditions of service III. Grievance redressal procedure IV. Methods and machinery for the settlement of possible future disputes V. Termination clause.

Prerequisites of C.B.:

Prerequisites of C.B. Recognition of Bargaining Agent • Deciding the level of bargaining • Determining the scope and coverage of bargaining

Assignment :

Assignment Presentation on the significance of C.B., Presentation on C.B. Process, Presentation on Problems & challenges + measures To solve case study

C.B. Process:

C.B. Process Composition of Negotiating team To make a good beginning Maintain continuity of talks Develop a problem solving attitude Encourage leadership Involvement of others Contract administration.

Problems of C.B.:

Problems of C.B. Multiple unions Non- Recognition Defective legislation Mediation of political parties.

C.B. practices in India:

C.B. practices in India Counter demands Militant action Industry wise bipartite committee Expanded scope

Suggestions for improvement:

Suggestions for improvement Beginning of the process with proposals, not demand Avoid accepting strike notes Authority to bargain Avoid unnecessary delays in beginning negotiations and in conducting them. Insist on offering facts and arguments. Make plenty of proposals to enhance the opportunities to find compromises. Be prepared to compromise. Preserve good manners and keep discussion focused on relevant issues.

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