BY.

,
S. SHARMILA,
M.Sc (N), II – Year,
CON-EIMS.
 OBJECTIVES
 To provide an opportunity to the workers, to voice their
problems on issues related to employment.
 To facilitate reaching a solution that is acceptable to all the
parties involves.
 To resolve all conflicts and disputes in a mutually agreeable
manner.
 To prevent any conflict/disputes in the future through mutually
signed contracts.
 To develop a conductive atmosphere to foster good
organizations relations.
 To provide stable and peaceful organizational (hospital)
relations.
 To enhance the productivity of the organization by preventing
strikes, lockouts, etc.
 CHARACTERISTICS
 Bipartite process: It is a two-way process where the employees
and employers representatives negotiate directly
 Equality: Both the parties in the collective negotiations should
maintain balance
 Voluntarily negotiations: Both parties negotiate freely to go
bargaining. They have discussions, mutual trust, and
understanding.
 Formal process: It is a legal process to regulate specific
employment-related issues at the national and organizational
levels.
 Flexible: It is an ongoing and flexible activity
CONT.,
 Improvement: It aims to improve the employer-employee
relationship in the organization to resolve specific conflicts.
 Representation: It takes place between the representatives of
employees and employers.
 Dynamic: Collective bargaining is progressive and continues
to change over a period and grows and expands the way of
agreement
 Continuous: Collective bargaining is an ongoing process,
which begins with the agreement and goes on negotiating.
 TYPES
 Distributive or conjunctive bargaining: It is a type of
negotiation that takes up economic issues for discussion, such
as wages, salaries, and bonuses. It is more competitive in which
one party gains and other party loses.
 Integrative or cooperative bargaining: In an integrative type
of negotiation, both parties may gain, or at least neither party
loses. It tends to be more cooperative.
CONT.,

 Productive bargaining: In this type of talk, the

management has control over the employee-employer
relationship. Substantial benefits are measured based on
productivity standards.
 Composite bargaining: A kind of negotiation wherein both
parties agree on wages with equality.
 THE NURSE MANAGERS ROLE IN
COLLECTIVE BARGAINING
 Know the law, and make sure rights of the nurses as well as
management are clearly understood
 Find out the reasons the nurses want collective action
 Discuss and deal with the nurses and the problems directly and
effectively
 Act clearly within the law at the times. If a manager acts
unlawfully, report the employer’s actions to the national labor
relations board
CONT.,
 Keep all nurses informed through regular meetings held close
to the hospital or institution
 Resolving grievances.
 A collective bargaining agent cannot make the decision to
strike. The decision to strike can be made only by a majority
of union members.
 MERITS
 It provides an opportunity to negotiate regarding professional and
employment issues.
 It promotes employees democracy and their participations with
management
 It helps in maintaining a harmonious relationship between the
employee and the employer.
 It emphasizes on the interests and benefits of employees and
management
 It eliminates unnecessary expenditure and avoids bitterness
among employees and management.
 DEMERITS

 The collective bargaining process may not be always fair

 Power and politics often influence the decision
 The immediate consequence of collective bargaining if not
fulfilled is strike or lockout.