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Explain The Principal Parties Involved In The Collective Bargaining Process

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1. Who are the principal parties involved in the collective bargaining process? What are their roles?
The parties involved in the collective bargaining are union and management representatives. If it consists of national agreements it requires large team that consist of several members from union offices, staff, and locals. If it is a local union negotiation the team is made up ex officio members, president or elected officer of local union, chief steward or grievance committee. In craft unions the business agent is part of the team and they provide guidance on the grievances process and set the tone for negotiations. Management representatives are derived directly from top management. They prepare managements counterproposals and conduct negotiations.

2. What is the purpose of a management …show more content…

The purpose of management clause is to ensure that management can make certain changes without violating the collective bargaining agreement as well as the state or federal laws. It states how much autonomy the employer/management has on its day to day business operations.

The reserved rights theory is not found in the language agreement but management retains all rights except those it has agreed to share with the union. Under this theory management does not review the agreement to determine which rights it has gained but instead reviews the agreement to determine which rights it has conceded to labor.

I agree with the theory because it gives some authority to management to make operative decisions without involving the union. As long as the decisions made are not violating any state or federal laws and under the collective bargaining agreement there is not a clause that limits management authority in a specific area then it would be considered management rights.

3. Discuss how negotiators prepare for

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Business Employees v. Missouri, 374 US 74, 82 (1963) (finding that the right to strike is at the “core” of collective bargaining); NLRB v. Erie Resistor Corp., 373 US 221, 234 (1963) (finding that the strike is “an economic weapon which in great measure implements and supports the principles of the collective bargaining system.”). See AIDT & TZANNATOS, supra note 15, at 56–58; Zimmer, supra note 5851, at 1547 (citing the auto industry as an example where this practice worked in the past). See id.; see also Fried, supra note 62, at 1030 (noting that with government protection or regulation employers could pass union premiums on to consumers). See Renae Broderick &and Barry Gerhart, Non-Wage Compensation, in David Lewin, Daniel J.B. Mitchell, and Mahmood A. Zaidi, eds., 3 THE HUMAN RESOURCE MANAGEMENT HANDBOOK, PART III, 95-135 145–73 (David Lewin, Daniel J.B. Mitchell & Mahmood A. Zaidi, eds., 1997); see also FREEMAN & MEDOFF, supra note 11, at 181–84 (concluding that unions lower profitability and that the benefits of unionism do not offset union

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