Running head: COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 1

Collective bargaining and Training techniques

CSU
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 2

Introduction

In first section, this essay will discuss about the Collective Bargaining. There probably are many

conflicts in relationship between employers and employees: salary, wage, incentives, benefits,

mandatory overtime, unrealistic expectations, organizational practices, organizational policies,

and so on. Due to these disputes, Labor Union implements Collective Bargaining to help both

participants meet their desire, improve their relationship and work together more effectively.

First section will go through three ways of collective bargaining, their impact on employee

behavior, and suggestion to improve. Second section will be about training and development

methods. Training is really important for the organization, it help new employees be accustomed

to new environment, improve competencies of employees, prepare for future needs. This section

will describe three methods in three different situations.

COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 3

Collective Bargaining
Collective Bargaining is a process where both employees and their employers have a say

in organizational decision making together with the independent party from Labor Union. The

collective bargaining occurs when there are disputes between employers and workers about

policies and practices: 1. Working conditions, 2. Compensation and 3. Management style. The

collective bargaining is a critical factor for maintaining stable industrial relations and legitimate

dispute resolution outcomes that are accepted by both parties (Mathis & Jackson, 2010).

In this section, I will go through three ways collective bargaining and their impact on

employee behavior and include my suggestions for improvement.

Impact Suggestions
Conciliation Medium - This way should be used
- Maintaining employment more to resolve disputes,
Process in which an relationship. especially with disputes about
independent party helps both - Probably improve interests.
attendants reach an agreement performance of employees.
by themselves which they (Dawe & Neathey, 2008)
both feel will occur.
Conciliation is commonly
used in disputes of interests
such as: general pay claim,
conditions of employment,
change in working practices,
and so on (Dawe & Neathey,
2008).

Mediation Medium - This way should be used

- Having positive impacts on more to resolve disputes,
Mediation is process in which both parties. especially with disputes about
independent person called - Maintaining employment rights.
mediator helps workers and relationship.
employers find out dispute - The chance for the
resolutions in a semi-formal employees to discuss their
and private environment. concern with a third party.
Mediation is usually used in
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES
rights disputes such as:
discrimination, harassment,
bullying, personal clashes and
so on (Bennett & Wibberley,
2013).
Strike
Activity organized by union
members in which the
employees refuse to work in
order to make pressure on
employers in negotiations
until certain conditions are
met (Noe, Hollenbeck,
Gerhart, & Wright, 2011).
4
- A relatively safe
environment in which the
complainants could say their
thinking.
- Providing an opportunity for
justice, and correcting what
the workers felt were wrongs
that they had suffered at the
hands of the other party
(Saundry, Bennett &
Wibberley, 2013).
High - Employers have to concern
- The employees lose their more about the
pay due to the no works. dissatisfactions of workers
- Probably affecting and then have early solution
relationship between before the situation become
participants. worst.
- High potential damaging the
teamwork, productivity and
profitability.
- High potential employee
turnover.
- Negative attitudes with the
work
(Addison, 2014)
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 5

Training and Development Methods

Training is the procedure through which the employees improve and develop their

knowledge, skills, and ability so that they develop their performance and response the need of

organization such as: increased sales and revenues, improved levels of customer satisfaction.

Nowadays, in the competitive environment and technology explosion, training become the trend

which help the organization maintain their position, their market share and compete with another

company (Arthur, 2015).

In this section, I will evaluate training and development techniques for three following

areas: small company, global organization, and management. I will explain each method by

using specific examples and also give my opinion on the effectiveness of each method.

Training and Development Explanation Effectiveness

Method
[Method 1, Small Job instruction training - Simple for the employees to
Organization] involves a list of specific accustom with their job
simple steps to follow to - A practical approach
Job instruction training complete job. This technique - Consuming low cost for
is often used with the job training: time and finance
requiring manual basic skills. - Real-time practice
It is also used to train about
new technology
Advantages:
- Quick and ease method for
training
- Simple method for learner
- Economical way of training
- Meeting standards
- Reducing outside influence
Disadvantages:
- Depend on the trainer who
makes the list
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 6

[Method 2, Global E-learning is computer-based - Positive reaction from the

Organization] training and web-based
training that uses different
E-learning resources and tools: online
quizzes, e-book, tutorial
videos and recordings. With
technology development,
those lectures can be accessed
via laptops, smart phones,
individual devices. E-learning
is the best choice for
individual learner
(Williamson, McManus &
McManus, 2007).
Advantages:
- Reducing financial costs
- Saving expenses in traveling
- Unlimiting the number of
attendants in multiple
locations and time zones
- Developing technological
capability for the learner
- Updated the content
continuously
- Probably viewing the
lecture repeatedly
- Flexibility for learners in
time and place
- Diversity resources,
information and activities
(Arthur, 2015)
employees towards e-learning
- Probably improving
performance of workers
- Possible positive impact on
business outcomes: raising
sales, increasing quality and
productivity.
(Rodriguez, 2013)
- Potential effectiveness of
distance learning as same as
face-to-face training,
especially with similar
content (Iglesias & Salgado,
2012).
- The positive results which
are better performance and
productivity of the learners
depends probably on
motivation of employee, the
support of managers and
organization (Ramayah,
Ahmad & Tan, 2012).

Disadvantages
- Lack of interaction between
the participants and the
trainers
- Depended on motivation to
learn of the learners
- Require computer self-
efficacy
- Not suitable for all topics
(leadership, culture change,
and so on)
(Arthur, 2015)
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 7

[Method 3, Management] This technique is one kind of - Expand knowledge and

on-job-training methodology experience for the managers
Managerial on-job-training which the trainee learns by - Broad organizational
and rotation actually experiencing job. understanding
Moreover, this training - Motivating the manager
method involves movements deal with different challenges
of employees from - Encouraging development
department to another or from - Probably high cost and time
present job to another to consuming
expand their knowledge and - Leading a lot of stress and
experience from different job anxiety
assignments. The advantages - Probably disgruntled
of this method are broadening managers
international experience, - Frequent interruption
source for innovation, more
understanding what
customers in different
cultures want.
(Shipilov &Godart, 2015)
more understanding the goal
of global corporation,
extending the network insider
the global corporation for the
top managers, understanding
what employees in different
locations expect, developing
more the personal skills in
different geographic regions,
different businesses, and so
on (Dewhurst, Pettigrew &
Srinivasan, 2012).
COLLECTIVE BARGAINING AND TRAINING TECHNIQUES 8

References
Addison, M.P. (2014). STRIKE AS A TOOL FOR RESOLVING EMPLOYEE

DISSATISFACTION. Retrieved from:

http://ir.knust.edu.gh/bitstream/123456789/7649/1/Final%20%20Project%20Work%28M

ATILDA%20PETERS%20ADDISON%29.pdf

Arthur, D. (2015). Fundamentals of Human Resources Management : A Practical Guide for

Today’s HR Professional (Vol. Fifth edition). [Place of publication not identified]: AMA

Self-Study. Retrieved from

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e&db=nlebk&AN=1520882&site=eds-live&scope=site

Dawe, A., & Neathey, F. (2008). Acas conciliation in collective employment disputes. Retrieved

from: https://m.acas.org.uk/media/972/Acas-conciliation-in-collective-employment-

disputes/pdf/0508_Acas_conciliation_in_collective-accessible-version-Jan-2012.pdf

Dessler, G. (2020). Human Resource Management(16th ed.). Harlow, United Kingdom: Pearson

Education.

Dewhurst, M., Pettigrew, M., & Srinivasan, R. (2012). How multinationals can attract the talent

they need. Retrieved from: https://www.mckinsey.com/business-

functions/organization/our-insights/how-multinationals-can-attract-the-talent-they-need#

Iglesias, M., & Salgado, J. F. (2012). Effectiveness of Occupational Training Through

Videoconferencing: Comparison with Classroom Training and Individual

Differences. Revista de Psicologia Del Trabajo y de Las Organizaciones, 28(3), 183–

188. https://doi-org.libraryresources.columbiasouthern.edu/10.5093/tr2012a15
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Mathis, R. L., & Jackson, J. H. (2010). Human Resource Management (13th ed.). Mason, OH:

South-Western Cengage Learnin.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011) Fundamentals of Human

Resource Management(4th ed.). New York, HY: The McGraw-Hill Companies

Ramayah, T., Ahmad, N. H., & Tan Say Hong. (2012). An Assessment of E-training

Effectiveness in Multinational Companies in Malaysia. Journal of Educational

Technology & Society, 15(2), 125–137. Retrieved from

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e&db=asn&AN=76559231&site=eds-live&scope=site

Rodriguez, B. C. P., & Armellini, A. (2013). Interaction and effectiveness of corporate e-

learning programmes. Human Resource Development International, 16(4), 480.

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Saundry, R., Bennett, T., & Wibberley, G. (2013). Workplace mediation: the participant

experience. Retrieved from: https://m.acas.org.uk/media/3700/Workplace-mediation-

The-participant-experience/pdf/Workplace-mediation-the-participant-experience.pdf

Sharma, H., & Mehta, S. (2017). The Impact of Conflict Resolution Mechanism on Employee’s

Motivation: A Study of Bank Employees. IUP Journal of Organizational

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e&db=bsu&AN=124318055&site=eds-live&scope=site
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Shipilov, A., & Godart, F. (2015). Luxurys talent factories. Retrieved from:

https://hbr.org/2015/06/luxurys-talent-factories

Williamson, B. H., McManus, I. E., & McManus, R. P. (2007). How to Train Employees : A

Guide for Managers. [New York?]: AMA Self-Study. Retrieved from

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