This document outlines 4 types of collective bargaining forms:
1. Distributive bargaining focuses on distributing a surplus such as wages between parties where one party's gain results in the other's loss.
2. Attitudinal restructuring aims to shape attitudes like trust between management and unions to create cordial relationships.
3. Integrative bargaining addresses situations where both parties can gain or neither will lose around issues like machinery improvements or cost cutting.
4. Intra-organization bargaining resolves internal disagreements or develops consensus within unions or management on controversial issues.
This document outlines 4 types of collective bargaining forms:
1. Distributive bargaining focuses on distributing a surplus such as wages between parties where one party's gain results in the other's loss.
2. Attitudinal restructuring aims to shape attitudes like trust between management and unions to create cordial relationships.
3. Integrative bargaining addresses situations where both parties can gain or neither will lose around issues like machinery improvements or cost cutting.
4. Intra-organization bargaining resolves internal disagreements or develops consensus within unions or management on controversial issues.
This document outlines 4 types of collective bargaining forms:
1. Distributive bargaining focuses on distributing a surplus such as wages between parties where one party's gain results in the other's loss.
2. Attitudinal restructuring aims to shape attitudes like trust between management and unions to create cordial relationships.
3. Integrative bargaining addresses situations where both parties can gain or neither will lose around issues like machinery improvements or cost cutting.
4. Intra-organization bargaining resolves internal disagreements or develops consensus within unions or management on controversial issues.
This document outlines 4 types of collective bargaining forms:
1. Distributive bargaining focuses on distributing a surplus such as wages between parties where one party's gain results in the other's loss.
2. Attitudinal restructuring aims to shape attitudes like trust between management and unions to create cordial relationships.
3. Integrative bargaining addresses situations where both parties can gain or neither will lose around issues like machinery improvements or cost cutting.
4. Intra-organization bargaining resolves internal disagreements or develops consensus within unions or management on controversial issues.
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Collective BargainingForms
Bargaining Forms 1. Distributive Bargaining
• Bargaining over the distribution of surplus
• Distribution of wages, allowance, salaries, bonus, etc. • Distribution of the pie • One party’s gain is other’s loss • Cut and grab the most portion of the pie, or increase the pie’s size Bargaining Forms 2. Attitudinal Restructuring
• Shaping or reshaping some attitudes like friendliness, hostility, trust,
respect, distrust, etc between management and trade unions • It helps to create cordial relationship between the two parties • Generates trust and cooperation between them Bargaining Forms 3. Integrative Bargaining
• In situations like improved machinery/tools, improved workers training
and development, better performance appraisal, or at times recession and deciding how to cut expenses • It takes place on issues pertaining to situations where both parties gain something, or they both don’t lose anything Bargaining Forms 4. Intra-organization Bargaining
• Aims at resolving intra-organizational disagreements, conflict, dissent, or
difference of opinions • Developing a consensus of opinion over controversial issues like whistle blowing or sexual harassment • Intra-union or intra-management issues are resolved
