COLLECTIVE BARGAINING

It is a process consisting of negotiating and administering the CBA.

THE COLLECTIVE BARGAINING PROCESS
1. Negotiating a collective bargaining agreement (CBA); and
2. Administrative the CBA.
NEGOTIATING
Is that part of collective bargaining wherein both sides attempt to make each other agree to certain terms
and conditioning of employment. The negotiating activity consists of the following steps:
1. Preparing for collecting bargaining a pre-requisite to negotiation is to recognition to
management of the union as the representative of the employees.
It is in stage where the chief negotiators of both parties assess each other in terms of their
Collecting bargaining experience
Temperament
Sense of humor
Approachability for of the rec ord discussion
Honesty and the reliability of his her word
2. Establishing a bargaining agenda for economic reasons, the union and the employer must
prepare a list of issues they want to bargain. Article 251 of the Labor Code Limits the issues to any
or all of the ff.
Wages
Hour of work
All other terms and condition of employment
3. Choosing a bargaining strategy in a negotiation like collective bargaining, there is a possibility
that the contending parties will get all, some, or nothing of their demands.
TYPES OF BARGAINING STRATEGIES
1. Distributive bargaining happens when the parties compete w/ one another and adapts
confrontational attitudes.
2. Integrative bargaining occurs when a common problem brings together both parties and the
bargaining table and agree to a solution.
3. Concession bargaining is one where labor attempts to help the company ride over the economic
recessions like wage cuts, freezing of previously agreed increases, reduction of benefits, or allowing
management more freedom in changing work rules.
PRESSURES USED IN COLLECTIVE BARGAINING
It always possible that a deadlock may occur during negotiations. When this happens, one of the
parties may retreat to its original position and the negotiation continues. This is not always the case,
however, because either or both may use some form of pressure to achieve some demands.

Pressures Commonly Used by Labor

1. Strikes occurs when workers leave their jobs to pressure the employer to agree to the union
demands
2. Pickets refers to the placing of union members at plant or office entrances to advertise a dispute
between labor and management, and to discourage people from entering or leaving the companys
premises.
3. Boycott is an attempt of the union to keep people from purchasing the product or service of a
company.
Pressures Used by the Employer
1. Lockouts is a management tactic where operations are shut down during or before a labor
dispute.
2. Strikebreakers or scabs are people hired by management to replace striking employee.
3. Employers associations are formed to help employers meet the power of labor unions
ALTERNATIVES TO PRESSURE TACTICS
Pressure tactics like strikes and lockouts are often disruptive and costly. However, there are alternatives,
which both labor and management may use to settle their differences and reach an agreement.
1. Mediation this is a process in w/c a neutral third party, called the mediator, helps labor and
management reach agreements.
2. Fact-finding under this process, a neutral third party studies the issues in a dispute and
recommends a reasonable settlement.
3. Arbitration this involves a neutral third party, called the arbitrator, who decides how to settle
the dispute.
CONTENTS OF THE COLLECTIVE BARGAINING AGREEMENT
1.
2.
3.
4.
5.
6.
7.
8.
9.

An enumeration of management rights

Union recognition and security
Grievance and arbitration procedures
Disciplinary procedures
Compensation rates and benefits
Hours of work and o.t
Health and safety provisions
Selected personnel management and plant operation practice
Contract expiration

FOUR IN STEPS ADMINISTERING THE COLLECTING BARGAINING AGREEMENT

To be effective, the CBA must be administered.
1. Information dissemination Conflicts between labor and management may be reduced or
eliminated if the terms of agreement are clearly understood of members of both parties.
2. Contract implementation what is agreed upon as reflected in the CBA must be implemented.
3. Contract interpretation and grievances resolution Complaints of employees about an
organizational policy, procedure, or managerial practice may be handled w/ dispatch if both
parties follow the grievance procedure spelled out in the CBA.
4. Monitoring the gathering of relevant date can help both sides in the implementation of contracts
and as necessary inputs in designing changes in subsequent CBAs.