Multiple Union Negotiation

Thesis: The Lakeside Packers case demonstrates that the province of Alberta requires the Labour Code to be amended to allow for First Contract Arbitration in the Collective Bargaining Process.

Case 5-3, "Did the Company Violate....?", p. 232; and Case 5-5, "Bulletin Board Use", p. 236. Answer the questions at the end of each case in typewritten format, 3 - 5 pages.

During our negotiation with D.G. Barnhouse (DGB), we intend to utilize an integrative bargaining strategy with management. Before coming to this conclusion, we weighed the advantages and disadvantages of a distributive approach, however, we eventually decided to take an integrative and predominantly interest based stance versus a position based stance in our negotiations after assessing internal and external environmental factors. In addition, we settled on this strategy because we ultimately believe that management and the union share at the very least, one fundamental common interest, which is the firm’s financial stability. That being said, even with our plans to use integrative bargaining, we still plan to negotiate assertively to achieve

Collective Bargaining- Collective bargaining is the

The negotiation between Joe and Leigh had elements of distributive bargaining, but their relationship and the outcome of the negotiation were important to both parties, thus, this negotiation also had collaborative bargaining characteristics (Lewicki, Barry, & Saunders, 2010). When using this strategy, the objective is to maximize your outcome on the substantive issues while enhancing the quality of the relationship with the other party (Lewicki, Barry, & Saunders, 2011). In a job offer negotiation between two familiar parties, it is important to find a mutually satisfying solution to also enhance business performance.

To: Boss From: Re: American Dream Analysis Date 12/5/2014 Subject: Local Union P-9 vs Hormel Meat packing Company. Preparation is key when it comes to negotiating an agreement and a prefect example would be the Hormel Company vs the Local Union P-9 workers(meat packing). The Local Union and Hormel Company both were placed at the negotiation table due to wage cut and “unfair treatment” that was conducted by the management team. This disagreement caused the Local Union to rally up members from the meat packing department that influence the workers and workers from other factories to go on strike. During this negotiation both parties made a few mistakes that are costly and time consuming. Hormel Company

Collective bargaining agreement is a contract that exists amid the employer and employee. One union for

Individuals have been at work for thousands and thousands of years. Over the last century there have been many changes in the United States that protects workers in their positions and the duties they perform. There has been many changes for employers as well that protects companies and organization and offers beneficial information to keep them in compliance with changes and away from any from and form of discrimination. Over the last century there has been the organization of Unions (Bargaining Unit) in which are to protect workers in their positions, give them fair marketable pay and be the liaison between the employer and employee. Union organizations represent employees and negotiate contracts that

Being part of a union gives members the benefit of negotiating with their employer collectively, as part of a group; giving them more power than if they were to negotiate as individuals (Silverman, n.d.). Overall, unions demand fairness which can lead to the unions influencing and changing ‘managerial decision-making at the workplace level’ for decisions in which employees are affected (Verma 2005). Unions are also beneficial to have present in the workplace because their bargaining of better condition will often benefit non-members as the conditions negotiated with management are implemented across the organization with no regard to membership status. Management is also able to avoid union disagreement by benchmarking conditions to that of an already unionized workplace.

Though, unions are declining, the role of union have evolved over time. Now, it is more common to view unions’ primary role as collective bargaining, which is the product of the economic decision and making process with unionism of the private sector. A long time ago, Union was seen as the shield that protects American workers against some of the abusive employers. Many public sector employees have unionized. However, the National Labor Relations Act was designed for the private sector. Despite that, union has become a model for most public sector collective bargaining right. Regardless of the success that Unions have with collective bargaining in the private sector, there are still a few who are opposed collective bargaining in the public sector. Of course, there are some differences between the public and private sectors.

The Local union can be defined as the first level of structure of the Canadian labor movement. Local unions tend to vary in size; some include only 1 bargaining unit that include workers from a single workplace, while others can contain several bargaining units that include workers from different workplaces. The local union is responsible for dealing with workplace problems or grievances, collective bargaining and political or social activity. The unions are expected to operate free of discrimination and allow democratic participation of its members.

First of all the power in government is diffused. The distribution of power was intentional so that the authority could be divided between the legislative, executive and judicial branches. This tactic makes it more difficult for public-sector unions to negotiate and collectively bargain because the employee's authority is limited(Gomez-Mejia et al., 2012). Also, many government employees are strongly restricted from striking or supporting strikes. These setbacks have forced public sector unions to develop creative ways of negotiating by mandated arbitrations and mediations.

David Brody argues that the rise of contractual or collective bargaining relationships during the post WWII era formalized the relationship between employers and unions. The use of collective bargaining agreements to resolve workplace disputes weakened unions and the power of workers. Other actions, such as using collection bargaining as a form of substitution for direct action and using it instead of the strike for grievance and arbitration procedure served , also has weakened the unions and the power of workers. The rise of contractual or collective bargaining relationships changed the dynamic of the workplace, shifting the power from the union side to towards the employers. The perspective could best be argued suing Weber’s theory and

Managers appear to discourage staff from joining trade unions. Trade unions have been around for years. The amount of workers joining trade unions account for 27% of the workforce (Barrett 2009, as cited in, Rees and French,2013); although the membership of them are declining they are usually joined by employees to agree contractual terms between employees and employer. This is evident if the psychological contract between employee and employer may be ambiguous so levels of perceived fairness within the

What criteria, then, should unions use in deciding whether to participate in a QWL program? Can a union accurately measure an employer 's "sincerity" in urging cooperation? In committing itself and its members to QWL, what steps can a union take to protect and strengthen its own role? For unions, these are critical questions, and while rewards exist, the risks are even greater. These decisions are further complicated by the serious lack of labor-oriented resources or training materials. The vast quantity of QWL material in existence is either designed for management personnel or tor joint labor-management groups. Although many international unions have issued statements of principle, guidelines and checklists to assist locals in making decisions about QWL, no systematic study or training manual has been compiled with the express purpose of helping unions protect their interests within a QWL process. Inside the Circle: A Union Guide to QWL by Mike Parker represents an important breakthrough on this front. The book examines a variety of union experiences with QWL, detailing the problems and pitfalls in existing programs, while at the same time providing ideas and guidelines on how unions can participate to their own advantage. A union activist, Parker draws heavily on his background in QWL. Throughout the book, he analyzes the ideological assumptions and organizational