Hrm Chapter 7

Front 1

The process of producing alegally binding, written contract that specifies wages, benefits, layoffpolicies, grievance procedures, etc. is called:

A. Authorizationcampaigning

B. Attitudinalstructuring

C. Directdealing

D. Collective bargaining

Back 1

D. Collective bargaining

Front 2

Which of the following isnot a part of the time line of the bargaining (negotiation) process?

A. Exchangeproposals

B. Rights arbitration in case of impasse

C. Conductbenchmarking

D. Assigna bargaining team

Back 2

B. Rights arbitration in case of impasse

Front 3

Which of the following isnot a critical piece of information for the bargaining or negotiationprocess?

A. TheBATNA

B. Benchmarkinginformation

C. Knowledgeof the opponent's interests

D. Rules of evidentiary procedure

Back 3

D. Rules of evidentiary procedure

Front 4

60 days before contractnegotiations are set to begin, the parties provide the Federal Mediation andConciliation Service:

A. Authorizationcards

B. Petitionfor election

C. Noticeof intent to strike or lockout

D. Notice of intent to bargain

Back 4

D. Notice of intent to bargain

Front 5

Themain reason for the trend toward decentralization of bargaining in the U.S.is:

A. Employers have been able to use their superior bargainingleverage to force decentralization.B. Unions'preferences for more control and rigidity in the bargaining process.

C. Employeedesires for less demanding work.

D. Employeedesires for less responsibility associated with employee involvement

Back 5

A. Employers have been able to use theirsuperior bargaining leverage to force decentralization.

Front 6

When unions negotiatecontracts with one company at a time, each modeling their settlements afterprior contracts negotiated in the same industry or covering similar jobs, it isknown as: A. ContractmodelingB. Pattern bargainingC. ConcessionbargainingD. Hardball tactics

Back 6

B. Patternbargaining

Front 7

The sequential bargainingprocess used in pattern bargaining is an attempt to: A. Decentralizebargaining.B. Underminebargaining.C. Centralize bargaining.D. Redefinebargaining units.

Back 7

C. Centralize bargaining.

Front 8

Since the 1980s the use ofpattern bargaining has:

A. Increased.

B. Decreased.

C. Remainedstable.

D. Becomeobsolete.

Back 8

B. Decreased.

Front 9

Which of the following isnot a consequence of bargaining centralization?

A. Anincrease in the number of issues brought to the bargaining table

B. Separationbetween the negotiators and their constituents (the people they represent)

C. Improved ability to tailor contracts to local conditions

D. Decreasedlevel of whipsawing

Back 9

C. Improved ability to tailor contracts tolocal conditions

Front 10

When determining the rightbargaining structure for a given set of negotiations, labor and managementnegotiators face a trade off between:

A. Equityand efficiency

B. Responsivenessand employee voice

C. Powerand political influence

D. Power and responsiveness to local needs

Back 10

D. Power and responsivenessto local needs

Front 11

Bargainingpower can best be described as:

A. The ability to secure another's agreement on your ownterms.

B. Theability of an arbitrator to dictate the final terms of a bargaining contract.

C. TheNLRB's ability to require parties to bargain in good faith.

D. Theability of employees to decertify a union if they are dissatisfied with itsperformance.

Back 11

A. The ability to secure another's agreementon your own terms.

Front 12

Relative bargaining poweris closely related to:

A. Theparties' resistance points.

B. Management'sstrike leverage.

C. The union's strike leverage.

D. Theparties' willingness to compromise.

Back 12

C. The union's strike leverage

Front 13

Aunion is said to have strong strike leverage when:

A. Conditionsare such that a strike would be costless to the employer.

B. Conditions are such that a strike would be costly to theemployer.

C. The union has takenits members out on strike.

D. Theemployer is in a strong bargaining position forcing the union to strike.

Back 13

B. Conditions are such that a strike would be costly to the employer

Front 14

Thebargaining environment is defined as:

A. The diverse set of external influences on labor andmanagement as they bargain a contract

B. Thedegree of bargaining power the parties have in negotiations

C. Theability of the parties to establish their BATNA's

D. Theenvironmental impact of any final contract terms

Back 14

A. The diverse set of external influences onlabor and management

Front 15

Whichof the following is not a key difference in the bargaining environment of thepublic and private sectors?

A. In thepublic sector, essential services cannot be easily outsourced and must beprovided by the government.

B. Publicservices are not bought and sold in economic markets.

C. Politicsplays a more important role in the public sector than in the private sector.

D. The labor market does not affect the public sector asmuch as it does the private sector.

Back 15

D. The labor market does not affect the public sector asmuch as it does the private sector.

Front 16

Whenit comes to strikes, most public sector workers are:

A. Ableto strike legally, without loss of benefits.B. Ableto strike but must take economic losses.C. Prohibited from striking.

D. Allowedto strike only over certain issues like management abuse.

Back 16

C. Prohibited from striking.

Front 17

In negotiations, once bothparties have presented their initial proposals, it is common for them to startbargaining with the: A. Hardestissues firstB. Easiest issues firstC. Employer'sissues firstD. Union'sissues first

Back 17

B. Easiest issues first

Front 18

Labor negotiations are likea theatrical play in all of the following ways except:

A. Thelead negotiators are often like actors putting on a show for their audience.

B. Experiencedlead negotiators often meet with each other in private or “backstage”.

C. What happens “on stage” at the bargaining table has noreal effect on the relationship between union and management.

D. Thebargaining table and setting for bargaining is like a stage.

Back 18

C. What happens “on stage” at the bargainingtable has no real effect on the relationship between union and management.

Front 19

When estimating the cost ofa contract proposal, which of the following is not likely to be an importantconsideration?

A. Futurestaffing levels

B. Employeeseniority

C. Opinions of union members

D. Labormarket trends

Back 19

C. Opinions of union members

Front 20

The binders used to createa complete record of the negotiation, including agendas, proposals, costestimates, and supporting documents is called the:

A. Arbitrationdecision

B. Bargaining book

C. Supplementarycontract document

D. Finaloffer package

Back 20

B. Bargaining book

Front 21

Which of the following isnot a form of bad faith bargaining:

A. Forcing tactics

B. Directdealing

C. Surfacebargaining

D. Unilateralchange

Back 21

A. Forcing tactics

Front 22

Which of the following is notan example of bad faith bargaining?

A. Bilateral bargaining

B. Unilateralchange

C. Directdealing

D. Surfacebargaining

Back 22

A. Bilateral bargaining

Front 23

A unilateral change as itpertains to bad faith bargaining occurs when:

A. Theunion agrees to a change in wages, benefits or other terms of employmentwithout first consulting the employees

B. Thegovernment imposes a settlement on the employer and the union because they areunable to reach an agreement

C. An employer changes wages, benefits or other terms ofemployment without first bargaining with the union

D. Anemployer changes wages, benefits or other terms of employment without firstconsulting the employees

Back 23

C. An employer changes wages, benefits orother terms of employment without first bargaining with the union

Front 24

A ____________________change is when the employer changes wages, benefits, or other term andconditions of employment without bargaining with the union.

A. Multilateral

B. Unilateral

C. Bilateral

D. Prolateral

Back 24

B. Unilateral

Front 25

Which of the following isnot information that the employer must provide unconditionally to the unionupon request?

A. Currentwage information for employees

B. Standardsin place for making merit pay decisions

C. Companyhealth and safety statistics

D. Corporate financial information

Back 25

D. Corporate financial information

Front 26

Pattern bargaining occurs when:

A. Employers within an industry decide ahead of time whatthey will all settle at and then negotiate the same or similar terms with theunions.

B. Unionsfrom one industry use the contracts from another industry as a guide for wherethey should settle in negotiations.

C. Anemployer and union settle with essentially the same terms year after year.

D. Aunion negotiates with one company and then uses that settlement as a target forall other negotiations in the industry.

Back 26

D. A union negotiates with onecompany and then uses that settlement as a target for all other negotiations inthe industry.

Front 27

Whichof the following is most likely to be considered an example of surfacebargaining?

A. An employer,unsatisfied with the contract terms being offered by the union, negotiatesdirectly with an influential employee who is not on the negotiating team in thehopes that she will convince other employees to agree to the terms.B. Anemployer refuses to give the union financial information it has requested aftertelling the union that their demands are unreasonable in light of the company'stentative financial position.

C. An employer uses delay tactics such as schedulingconflicts, withdrawing items that were already settled, and delaying therelease of information important to negotiations.

D. Anemployer decides to implement the terms of their final offer in the hopes thatemployees will like the contract and pressure the union to settle.

Back 27

C. An employer uses delay tactics such asscheduling conflicts, withdrawing items that were already settled, and delayingthe release of information important to negotiations.

Front 28

In the 1960's, LemuelBoulware determined General Electric's desired contract based on a carefulfinancial analysis and a survey of the employees. He then crafted a "takeit or leave it" proposal, presented it to the union, and refused to engagein discussions over the contract proposal. This is best described as an extremeexample of:

A. Surface bargaining.

B. Directdealing.

C. Refusalto provide information to the union.

D. Unilateralchanges.

Back 28

A. Surface bargaining.

Front 29

The NLRB's responsibilityto distinguish between issues that are mandatory, permissive and illegalbargaining items is called:

A. AGissel bargaining order

B. The Borg-Warner doctrine

C. TheSteelworkers Trilogy doctrine

D. Bargainingissue determination

Back 29

B. The Borg-Warner doctrine

Front 30

Which of the following is alegal bargaining item? A. Union representation on the board of directorsB. Closedshop provisions

C. Policiesthat involve racial discrimination

D. Paymentof wages below the legal minimum

Back 30

A. Union representation on the board ofdirectors

Front 31

Which of the following isnot considered a “permissive” bargaining issue:

A. Benefitsfor retirees

B. Bonus plans

C. Drugand alcohol screening of job applicants

D. Decisionsto close a plant

Back 31

B. Bonus plans

Front 32

The four bargainingsubprocesses identified by Walton and McKersie include all of the followingexcept:

A. Distributivebargaining

B. Integrativebargaining

C. Concession bargaining

D. Attitudinalstructuring

Back 32

C. Concession bargaining

Front 33

Theemployment relationship is labeled a mixed motive because:

A. Managementwants to make a profit at the same time they want to be fair to employees

B. Unionswant to be profitable at the same time they need to represent employees

C. It is a mixture of conflicts of interests and sharedopportunities for the employer-employee-union relationship

D. Employeesare often mixed about who they support, the union or management

Back 33

C. It is a mixture of conflicts of interestsand shared opportunities for the employer-employee-union relationship

Front 34

Which of the subprocessesof bargaining is most concerned with the fact that the employer-employee-unionrelationship is a long term, ongoing relationship?

A. Distributivebargaining

B. Integrativebargaining

C. Attitudinal structuring

D. Intraorganizationalbargaining

Back 34

C. Attitudinal structuring

Front 35

Which of the followingbargaining issues is most likely to be viewed as a zero sum game?

A. Safetystandards

B. Wage increases

C. Randomdrug testing procedures

D. Promotionstandards

Back 35

B. Wage increases

Front 36

In negotiating a contract,the terms and conditions that are considered minimally acceptable to eitherside are determined by the:

A. Contractzone.

B. BATNA.

C. Strikezone.

D. Targetsettlement.

Back 36

B. BATNA.

Front 37

Theparties are most likely to be motivated to bargain when:

A. A negotiated settlement will be better than the parties'BATNAs.

B. Theunion's resistance point is substantially higher than management's resistancepoint.

C. Management'sresistance point is the same as the union's resistance.

D. TheBATNA is far better than a negotiated settlement.

Back 37

A. A negotiated settlement will be betterthan the parties' BATNAs.

Front 38

In distributive bargaining,each party's ____________________ is often the other side's resistancepoint.

A. negativesettlement range

B. BATNA

C. counteroffer

D. target settlement

Back 38

D. target settlement

Front 39

When one party’s targetsettlement is the other party’s resistance point, they are likely to be:

A. Engagedin integrative bargaining.

B. Engagedin distributive bargaining.

C. Unable to reach an agreement.

D. Quickto settle on a contract.

Back 39

C. Unable to reach an agreement.

Front 40

In a recent contractnegotiation over the issue of wage increases, the union's resistance point was2.5% and their target point was 3%. Management's resistance point was 3% andtheir target point was 2.75%. The size of the settlement range is:

A. .25%

B. .75%

C. .50%

D. Cannotbe calculated from this example

Back 40

C. .50%

Front 41

If the union’s resistancepoint is 3% and their target is 5%, while the employer’s resistance point is2.5% with a target of 0:

A. There is no contract zone.

B. Thereis a large contract zone.

C. Thecontract zone is likely to change.

D. Thereis a small contract zone.

Back 41

A. There is no contract zone.

Front 42

Bluffing is a bargainingtactic that is most likely used in:

A. Anunfair labor practice

B. Distributive bargaining

C. Attitudinalstructuring

D. Intraorganizationalbargaining

Back 42

B. Distributive bargaining

Front 43

All of the following couldbe another label for distributive bargaining except:

A. Adversarialbargaining

B. Hardbargaining

C. Traditionalbargaining

D. Interest-based bargaining

Back 43

D. Interest-based bargaining

Front 44

All of the following couldbe another label for integrative bargaining except:

A. Win-winbargaining

B. Mutualgains bargaining

C. Interest-basedbargaining

D. Traditional bargaining

Back 44

D. Traditional bargaining

Front 45

A key principle of integrativebargaining is that the parties should focus on ___________________ innegotiations.

A. Selfinterest

B. Common interests

C. Positions

D. Winning

Back 45

B. Common interests

Front 46

As it pertains to bad faith bargaining, direct dealing occurs when:

A. An employer goesaround the union to discuss issues directly with the employees in a way thatundermines the union’s ability to bargain.

B. A union discussesissues that have been presented at the bargaining table with the employees,without the employer’s permission.

C. The union andemployer negotiate directly with each other over wages, hours, and otherconditions of employment.

D. An arbitratordelivers a final and binding arbitration decision.

Back 46

A. An employer goes around theunion to discuss issues directly with the employees in a way that underminesthe union’s ability to bargain.

Front 47

Which of the following isnot a step in the integrative bargaining process?

A. Createstandards for decision making

B. Identifyissues that need to be discussed

C. Present a list of demands to the other party

D. Understandeach side's fundamental interests

Back 47

C. Present a list of demands to the otherparty

Front 48

Modifiedintegrative bargaining is a term used to describe a process of negotiationswhere:

A. integrative bargaining is tried first and, if it fails,distributive bargaining takes place

B. distributivebargaining occurs first and, if it fails, integrative bargaining takes place

C. one orboth parties says they will try integrative bargaining but don't really applythe principles

D. integrativebargaining tactics are used simultaneously with distributive bargaining tactics

Back 48

A. integrative bargaining is tried first and,if it fails, distributive bargaining takes place

Front 49

____________________pertains to concerns of managing the labor-management relationship, such ascreating trust.

A. Distributivebargaining

B. Attitudinal structuring

C. Directdealing

D. Unilateralchange

Back 49

B. Attitudinal structuring

Front 50

Theresistance points in contract negotiations are determined by:

A. Theparties’ desired outcomes.

B. The parties’ target point.

C. The parties’ BATNAs.

D. The contract zone.

Back 50

C. The parties’ BATNAs.

Front 51

Holding public rallies, boycotts, and bringingnegative publicity to the other party in negotiations is considered a(n):

A. Unfair labor practice.

B. Bad faith bargaining tactic.

C. Hardball tactic.

D. Pressure tactic.

Back 51

D. Pressure tactic.

Front 52

Thegoal of integrative bargaining is :

A. Integratethe needs of the union and the needs of the employees to get the best dealpossible.

B. Create a positive setting for negotiations.

C. Push the opposing party as close to theirresistance point as possible.

D. Unify the common interests of management and theemployees in a way that makes everyone better off than before.

Back 52

D. Unify the common interests of management and theemployees in a way that makes everyone better off than before.

Front 53

Once a contract has beensettled, in most cases it must be approved by _______________________ before itcan go into effect.

A. TheNational Labor Relations Board

B. Thecompany Board of Directors

C. The rank and file union members

D. Allof the above

Back 53

C. The rank and file union members

Front 54

Laws that require publicsector negotiations to take place in public are called:

A. Publicsector bargaining laws

B. Sunshine laws

C. Fulldisclosure laws

D. Publicrecord laws

Back 54

B. Sunshine laws

Front 55

Thewages and benefits of federal government employees are determined:

A. By civil service rules

B. Throughcollective bargaining

C. ByPresidential directive

D. By theDirector of the Office of Personnel Management

Back 55

A. By civil service rules

Front 56

Multilateralbargaining occurs when:

A. Partiesmust negotiate with members of their own constituency

B. Oneunion and one employer negotiate together.

C. Negotiations occur between multiple parties such asunion, management, government officials, and workers

D. Bargainingoccurs at different stages of the negotiation process

Back 56

C. Negotiations occur between multipleparties such as union, management, government officials, and workers

Front 57

Bargaining between unionsand corporations or public sector agencies, rather than daily interactions orbargaining between employees and their managers, can be called:

A. Fractionalbargaining

B. Employeebargaining

C. Interest-basedbargaining

D. Institutional bargaining

Back 57

D. Institutional bargaining

Front 58

Intraorganizational bargaining is more visible onthe union’s side because:

A. Unions areessentially political institutions whose agendas are determined by manyconstituents.

B. Unions areessentially economic institutions whose interest is in self enrichment.

C. Management does nothave constituents with competing interests.

D. Management isbetter at hiding the competing interests of their constituents.

Back 58

A. Unions are essentiallypolitical institutions whose agendas are determined by many constituents.

Front 59

An aggressive distributive bargaining plan that intendsto push labor unions into making significant concessions at the bargainingtable can best be described as a(n):

A. Hardball tactic.

B. Forcing strategy.

C. Zero-sum bargaininggame.

D. Unfair labor practice.

Back 59

B. Forcing strategy.