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 Bargaining Process of an  Organization Union

 Bargaining Process of an  Organization Union

 Bargaining Process of an  Organization Union

Every company must recognize the worth of its workers and their freedom to express themselves at work. Every company’s performance depends greatly on how happy its employees are. The organization must identify these needs, objectives, and aspirations to create an environment that enhances employee satisfaction. On their desire for pay hikes, corporate employees had a discussion and agreed. The higher management received it from them. Employees requested a salary hike to be compensated for their work to fulfil the company’s goals and objectives. Upper executives fully discussed this topic with them while considering their desires.

The organization’s headquarters are located in Georgia, a right-to-work state. As a result, it can be inferred that employees are not forced to join a union to work for a unionized business and that if they choose to do so, their employers cannot stop them (Rowe, 2016). Georgia has additional employment laws that address a variety of issues, including harassment in the workplace, worker’s compensation, and civil rights.

According to Mannrich (2022), labour unions are established to protect the interests of their members. A union frequently comprises individuals who come together to improve their benefits and working circumstances. The union can be established by presenting several groups of workers with a collective bargaining agreement. Employees can protest or leave if an employer refuses to abide by the CBA.

The term “mandated negotiating subjects” refers to the topics that must be covered in a union-employer agreement. The subjects covered include pay, paid time off, and other employment circumstances. A person not represented by a labour union should negotiate with the employer on topics that are directly relevant to negotiations since they are unrepresented. Pay, working conditions, and other job terms are a few of them.

Besides compensation and working hours, there are five more terms and conditions of employment.

  1. Numerous days off
  2. Pensions for Health and Safety
  3. Holidays, vacation days, retirement perks, or a combination of any of the aforementioned

The following topics will be permissive bargaining points in the negotiations:

  • Scheduling
  • policies for layoffs and recalls
  • attendance guidelines
  • Employee development and training
  • Company rules, regulations, and policies

It takes time to hire members of the negotiation team. I could choose the four supervisors so that I had the knowledge, expertise, and experience required to do this challenging assignment. The chosen supervisors have demonstrated their capacity for handling conflict and comprehension of negotiating dynamics. I choose this group of supervisors for the following reasons:

  1. They are willing to be on my negotiation team.
  2. They have the expertise, knowledge, and abilities to negotiate well.
  3. They know how to work well with others.

Tom, the first manager, is a union member. Tom is a skilled professional negotiator who has, over the years, worked in several different businesses. Tom has a strong foundation in negotiation, which includes comprehending and managing conflict, controlling distinct personalities, comprehending the market and surroundings, and comprehending the numerous phases necessary for effective negotiation. Matt has been chosen to serve as the second supervisor. Because he has led numerous teams throughout his tenure at his organization, he was recognized by his colleagues. Matt has a lot of negotiation experience working with both unions and management. Since Matt has a lot of experience negotiating, the bargaining team will benefit from his knowledge of the union’s and the company’s beliefs. Jeff, the third supervisor, was chosen because of his vast expertise and experience in employee relations, which will aid me in better understanding my business and the union. I’ll better comprehend my company’s culture thanks to Jeff’s considerable knowledge gained from working at numerous Fortune 500 organizations. According to Jeff’s demonstrated track record of success, the team will have an advantage in the negotiation process. Larry is the fourth supervisor since he has much union experience and is eager to put much effort into the business. He has had negotiations with seasoned labour leaders and union presidents. Larry is a skilled negotiator working with me to boost output, lower staff turnover, and other favourable results to help us reach our expansion objectives.

Describe how each supervisor can support the negotiation’s conflict resolution techniques.

Tom can help by helping the team stay focused on the task and our objectives, sharing his extensive experience and industry knowledge with us to better understand the union, and granting us the authority to negotiate a fair collective bargaining agreement. Matt can help by helping the team stay focused on our goals and objectives, helping us create a happy atmosphere throughout negotiations, and helping us see things from a new perspective. Jeff can help by:

  1. Giving us a realistic assessment of our bargaining team members, their strengths and weaknesses, and in-depth knowledge of our bargaining team, the company’s culture, the surrounding environment, and the history of our negotiation process.
  2. Encouraging the team to avoid complacency.
  3. Ensuring we stay up to date on current workplace issues.

Larry can help by:

  1. Bringing a union perspective to our negotiations.
  2. Offering each member of the negotiating team the tools they need, like the CBA.
  3. Giving the union more legitimacy.

What are the two methods of collective bargaining?

Interest-based negotiating is when the emphasis is on interests rather than positions. In light of the company’s responsibility to its employees, the union will ask for help from them. The union is responsible for advocating for and effectively defending persons in negotiations. This tactic seeks to create a non-adversarial setting where both parties can agree.

Issues-based negotiation Because there is no requirement for a relationship between the union and the company using this negotiation strategy, it is comparable to interest-based bargaining. Both parties are capable of handling this on their own.


I advise issue-based bargaining because it is a more successful tactic for achieving the desired outcomes.

The employer can decide at the end of the negotiation process whether they want to continue negotiating with the union; the bargaining team members will be able to deal with their issues proactively and constructively; the bargaining team members will be able to reach informal agreements that they can use as guidance throughout their careers; and both parties will be able to work more efficiently as a result of better results obtained in negotiations.

What alternative do you propose if your group and the employee representatives cannot reach a labour-management agreement?

Suppose our negotiating team and the labour union cannot reach an agreement. In that case, we will likely return to the collective bargaining agreement in place before the most recent negotiations. I thus propose that negotiations between the union and the firm be resumed to reach an agreement. If it doesn’t work, the union might request a fact-finder to help settle any remaining differences and help reach an agreement. The union may also look to mediators for help in reaching an agreement. Both parties will be able to learn from their experience and carry on the conversation even if a fact-finder cannot come to a consensus.


Tremblay, J. F. (2016). From principled negotiation to interest-based bargaining. Universal Journal of Industrial and Business Management, 4(2), 71-79. Interest bases CBA


SOCIAL PROTECTION. Philosophical and Sociological Reflections on Labour Law in Times of Crisis, 177.

Rowe, S. (2016). The impact of right-to-work laws on wages and employment. University of Maryland, Baltimore County.


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The employees at your organization have formed a union, and the bargaining process now begins. Write a case study in which you analyze the situation. First, begin with background information about the negotiation, and make certain to address the areas below.

Bargaining Process of an Organization Union

Bargaining Process of an Organization Union

  • Identify the state where the organization is located. Is the state a right-to-work state? If yes,      explain what this means. If no, explain what this means. Why are the employees deciding to unionize? What are the mandatory bargaining subjects? Other than wages and hours, what are five other terms and conditions of employment? What are permissive bargaining subjects that will be negotiated? List at least five.
  • Second, you need to select members of your bargaining team. You will select four supervisors from the attached document (supervisors.pdf). Discuss why you selected each supervisor, and compare/contrast their conflict management styles. Each supervisor must have a different conflict style. Explain how each supervisor can contribute to conflict resolution strategies used during negotiation.
  • Third, explain the two collective bargaining strategies, and identify which one you will recommend your team to use. Explain and support your rationale.
  • Finally, what will you propose happens if a labour-management agreement is not reached by your team and the employee representatives?

Your case study must be a minimum of three pages in length, not counting the title and reference pages. Your case study should present an insightful and thorough analysis with strong arguments and evidence. You must use three academically reliable sources to support your analysis.

Adhere to APA Style when constructing this assignment, and make certain to include in-text citations and references for all sources that are used.

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