Seminar ON Collective Bargaining: Submitted To Prof. K. Chandralekha Department of Medical Surgical Nursing Icon
Seminar ON Collective Bargaining: Submitted To Prof. K. Chandralekha Department of Medical Surgical Nursing Icon
SEMINAR
ON
COLLECTIVE
BARGAINING
SUBMITTED TO
PROF. K. CHANDRALEKHA
ICON.
SUBMITTED BY
MR.NEELAKANDAN. P
MSC [N] I–YEAR
ICON.
SUBMITTED ON;
2
COLLECTIVE BARGAINING
INTRODUCTION:
DEFININTION:
DISTRIBUTIVE INTEGRATIVE
OR OR
CONJUNCTIVE COOPERATIVE
BARGAINING BARGAINING
PRODUCTIVE COMPOSITE
BARGAINING BARGAINING
National level
Sectoral level
Company level
1. NATIONAL LEVEL:
2. SECTORAL BARGAINING:-
It accounts for standardizations of terms of employment in one
industry, includes a range of bargaining patterns.
3. COMPANY LEVEL:-
This is supplementary type of bargaining. It emphasizes the point that
bargaining levels need not ne mutually exclusive.
II. The management must grant recognization to the trade union without
any reservations and accept it as a constructive force in the
organization.
III. The management should not assure the employee goodwill always
exist. It should periodically examine the rules ad regulations to
determine the attitudes and gain their goodwill and cooperation.
IV. The management should extent fair treatment to the trade union in
order to make it a responsible and conservative body.
V. The management should not wait for the trade union to bring
employee grievances to its notice but should rather create the
conditions in which employees can approach the management
themselves, without involving the trade union.
VI. The management should deal only with the one trade union or
association in the organization.
Principles for the trade union:-
a) The trade union should eliminate racketeering and other
undemocratic practice with their own organizations.
b) Trade union leaders should apprecialte the economic implications of
collective bargaining, for their demands and generally met from the
income and resources of the organizations in which their members
are employed.
c) Trade union leaders should not imagine that their only function is to
secure higher wages, shorter hours of work and better working
conditions for their members.
d) trade union leaders should resort to strike only when all other
methods of the settlement of the dispute have failed.
Principles for both union and management:-
i. Collective bargaining should be made as an education as well as
bargaining process.
ii. Collective bargaining should offer to trade union leaders an
opportunity to present to the management the wants, desires,
grievances and the attitudes of its employees.
iii. There may be mutual confidence and good faith and a desire to make
collective bargaining effective in practice.
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iv. The two parties should meticulously observe and abide by the entire
national and state laws which are appreciable to collective
bargaining.
v. There should be an honest, able and responsible leadership, for this
kind of leadership only will make collective bargaining.
vi. There may be mutual confidence and good faith and a desire to make
collective bargaining effective in practice.
1.preparatory
phase
7.enforcing 2.discussion
agreement phase
6.formalizing 3.proposal
phase phase
4.settlement 4.bargaining
phase phase
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1.PREPARATORY PHASE:-
5. SETTLEMENT PHASE:-
Staffing:
Staffing requirements is mandated by various agency. Various
health care agency have published staffing standards.
Retirement :
Most pension or retirement programs for nurses have either been
the social security system or a hospital pension plan.
Health hazards :
Nurses are using collective action to protect themselves against
health hazards and unsafe working condition and to advocate for
positive health and safety programs. For example, OSHA –
occupational safety and health administration.
Nurse’s control of practice:
The essence of the professional nurse contract is control of
practice. Nurse councils and professional performance committees
provide oppourtunity for the nurses within the institution to meet
regularly. These meetings must be sanctioned by the contract. The
elected staff nurse representatives may have specialized objectives
a. To improve the practice of professional nurses and nursing
assistants.
b. To recommend ways and means of improving patient care.
c. To make recommendation to the hospital management.
d. To identify and recommended elimination of hazards in the
work place.
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Shared governance:
It is on arrangement of nurses that attempts to emphasis principles
of participatory management in areas related to the governance
and practice of nursing.
Clinical ladder:
The clinical ladder are career ladder has been designed to provide
recognition of long time career nurses who remain clinically
oriented “ladder” is the result of decontribution of a nurse
researches. The description of the changes in the growth and
development of the nursing knowledge and practice have led to
the development of ladder that can identify and reward the nurse
along the steps from “novice” to “expert”.
It is hereby declared to be the policy of the united states to eliminate the causes of
certain substantial obstructions to the free flow of commerce by encouraging the
practice and procedure of collective bargaining… for the purpose of negotiating
the terms and conditions of employment or other mutual aid or protection.
Protects employees by defining and prohibiting unfair labor practices such as;
SUPERVISOR – DOMINANCE:
PROFESSIONAL- SUPERVISOR-MANAGER:
TO ORGANIZE OR NOT:
During the 1970’s however, improvements in the economics status and working
condition of registered nurses resulted in a changing emphasis toward negotiating
issues about quality of patient care. If nurses are seeking improvement in patient
care, however, are unionization and collective bargaining the best method of
ensuring success? Progressive management in many organizations sought to de-
emphasize adversarial relationships and emphasize job enrichment and team
building programs where employees have more control over how their own work
will be accomplished. In many hospitals, this has resulted in improved quality of
patient care.
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If nurses decide to organize, they must elect a bargaining representative who can
effectively represent them is the ANA the best choice? The ANA was founded as
a professional association in 1896 and is committed to,
Work for the improvement of health standards and the availability of health
services for all people.
Foster high standards of nursing
Stimulate and promote the professional development of nurses,
Advance the economic and general welfare
SUMMARY:
CONCLUSION:
Journals:
Abstract
Acquiring organizational autonomy and control over nursing practice, through a
combination of traditional and non-traditional collective bargaining (CB)
strategies, is emerging as an important solution to the nursing shortage crisis. For
the past 60 years, nurses have improved their economic and general welfare by
organizing through traditional CB, particularly during periods of nursing
shortages. During the past decade, however, the downsizing of nursing staffs,
systems redesign, and oppressive management practices have created such poor
nursing practice environments that improvement in wages no longer is viewed as
the primary purpose of CB. Much more essential to nurses is assuring they have a
safe practice environment free of mandatory overtime and other work issues, and
a voice in the resource allocation decisions that affect their ability to achieve
quality health outcomes for patients. The thesis presented in this article is that
traditional and non-traditional CB strategies empower nurses to find such a voice
and gain control over nursing practice. This article describes the current shortage;
discusses how CB can be used to help nurses find a voice to effect change;
reviews the American Nurses Association's (ANA's) history of collective action
activities; explains differences between traditional and non-traditional CB
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strategies; and presents a case study in which both strategies were used to improve
the present patient care environment.
BIBLIOGRAPHY:
B.T. BASVANTHAPPA, “ The Management Of Nursing
Administration” 2nd edition
Jaybee Publication.
EMMESS “ Management Of Nursing Services And Education” 1st
edition, Emmess publication
BASSIE L. MARQUIS, CAROL J. HUSTOM, “Leadership Roles And
Management Functions In Nursing” 7th Edition Published By Volters
Kluwer (INDIA) pvt. Ltd. New Delhi.
SHEBEER,P.BASHEER, S.YASEEN KHAN, “ A concise Text book of
Advanced Nursing Practice”1st edition, EMMESS medical publications.
MARQUIS BL, HUSTON CJ. “Leadership roles and management
functions in nursing theory and applications” 2 nd edition, Lippincott
publication.
BELGAN MA “ Nurses Job Satisfaction A meta analysis of related
variables” Nursing Research (1993)
ELAKKUVANA BHASKARA RAJ, T. ANBU, G.LOGANATHAN et
all, “ Management of nursing services and education” 2nd edition,
EMMESS publication
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