reach an agreement that will be mutually beneficial to each side, or “win-win,” rather than one side having to accept a loss.
Due to interest-based bargaining having stark differences to positional bargaining, I will address if they produce different results during and after collective bargaining. I have already examined the effects that positional bargaining has labor-management relations and producing innovative agreements. Later, I will also examine positional bargaining and interest-based bargaining’s effect on intra-party relations. The model used to examine these relations also takes into account the trust between each party and their use of power, as these variables have effects on labor-management relations, innovative contracts, and …show more content…
H2: Interest-based bargaining will produce more innovative agreements than positional bargaining.
H3: Interest-based bargaining will improve party satisfaction more than positional bargaining.
Interest-based Bargaining and Labor-Management …show more content…
Trust is vital for interest-based bargaining to be successful, as each party must be able to believe that they can increase their vulnerability without consequence in order to collaborate on solutions (Colosi, 1983, Post, 2009, LaCroix & Ross, 1996). Since the “table” is essentially removed from negotiations in favor of open discussion and multiple solutions, labor and management have to trust that they can throw out multiple means to address issues. The low level of trust that was discussed before could also be an effect of the post-collective bargaining agreement or the power imbalance between labor and management, since power moves have a negative effect on the labor-management relationship. The training that labor and management go through is meant to increase these trust levels so that they can work on collaborative solutions during formal
Due to interest-based bargaining having stark differences to positional bargaining, I will address if they produce different results during and after collective bargaining. I have already examined the effects that positional bargaining has labor-management relations and producing innovative agreements. Later, I will also examine positional bargaining and interest-based bargaining’s effect on intra-party relations. The model used to examine these relations also takes into account the trust between each party and their use of power, as these variables have effects on labor-management relations, innovative contracts, and …show more content…
H2: Interest-based bargaining will produce more innovative agreements than positional bargaining.
H3: Interest-based bargaining will improve party satisfaction more than positional bargaining.
Interest-based Bargaining and Labor-Management …show more content…
Trust is vital for interest-based bargaining to be successful, as each party must be able to believe that they can increase their vulnerability without consequence in order to collaborate on solutions (Colosi, 1983, Post, 2009, LaCroix & Ross, 1996). Since the “table” is essentially removed from negotiations in favor of open discussion and multiple solutions, labor and management have to trust that they can throw out multiple means to address issues. The low level of trust that was discussed before could also be an effect of the post-collective bargaining agreement or the power imbalance between labor and management, since power moves have a negative effect on the labor-management relationship. The training that labor and management go through is meant to increase these trust levels so that they can work on collaborative solutions during formal