Labour & Industry a journal of the social and economic relations of work · 1998 · 41 citations · 11 references
ManagementHuman Resource ManagementIndustrial RelationsLabor RelationsNegotiationLabor-management RelationsNegotiation Decision MakingNegotiation ProcessNegotiation TheoryIndustrial Relations AgreementsLabor Relations NegotiationManagement NegotiationNegotiation AsymmetryNegotiation Process AnalysisUnion NegotiationsWorkplace Dispute NegotiationWorkplace Negotiation
Abstract With the Australian industrial relations system in a state of transition towards a system wherein management-union relations are based on enterprise bargaining, it is appropriate to re-examine the nature of negotiation at the workplace. This paper draws upon a case study of a management-union negotiation to explore aspects of the negotiation process and finds a number of ways in which the process is asymmetrical: in the nature of the constituency; in the manner in which issues emerge; and in the alternatives which are available to the parties. This asymmetry appears to give management a number of strategic options not open to those negotiating on behalf of employees. Some implications for the conduct of negotiation in the workplace are explored.
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