Collective

bargaining

Submitted to :-Mr. Roll no. :- 21

parveen Class :- MBA(gen.)(2.2)
Submitted by :-ishu Subject :- HRM
 Definition of Collective
Bargaining
Collective bargaining refers to the negotiation process
between an employer and a union comprised of workers
to create an agreement that will govern the terms and
conditions of the workers' employment.

Overview
The result of collective bargaining procedures is a
collective agreement.  Collective bargaining is governed
by federal and state statutory laws, administrative
agency regulations, and judicial decisions. 
Meaning of Collective Bargaining :-
Collective bargaining is a process of negotiation
 between employers and a group of employees
aimed at agreements to regulate working salaries,
working conditions, benefits, and other aspects of
workers' compensation and rights for workers. The
interests of the employees are commonly presented
by representatives of a trade union to which the
employees belong. The collective agreements
 reached by these negotiations usually set out wage
scales, working hours, training, health and safety, 
overtime, grievance mechanisms, and rights to
participate in workplace or company affairs.
 Main Features of Collective
Bargaining:-

1. It is a Continuous Process:
Collective bargaining is a continuous process and does not end with
one agreement. It provides a mechanism for continuing and organized
relationship between management and trade union.
2. It is a Bipartite Process:
Collective bargaining is a two party process. Both the parties—
employers and employees— collectively take some action. There is no
intervention of any third party.
3. It is a Process:
Collective bargaining is a process in the sense that it consists of a
number of steps. The starting point is the presentation of charter of
demands by the workers and the last step is the reaching of an
agreement.
4.  It is Flexible and Mobile and not Fixed or
Static:
It has fluidity. There is no hard and fast rule for reaching an agreement.
There is ample scope for compromise.

5.  It is Dynamic:
It is relatively a new concept, and is growing, expanding and changing. In
the past, it used to be emotional, turbulent and sentimental, but now it is
scientific, factual and systematic.

6. It is an Art:
Collective bargaining is an art, an advanced form of human relations.

7.  It is a Group Action:

Collective bargaining is a group action as opposed to individual action.
Both the parties of settlement are represented by their groups.
 Objectives
The basic objective of collective bargaining is to arrive at an agreement
between the management and the employees determining mutually
beneficial terms and conditions of employment.

This major objective of collective bargaining can

be divided into the following sub-objectives:
1. To foster and maintain cordial and harmonious relations between the
employer/management and the employees.

2. To protect the interests of both the employer and the employees.

3. To keep the outside, i.e., the government interventions at bay.

4. To promote industrial democracy.

 Importance
The need for and importance of collective
bargaining is felt due to the advantages it offers to
an organization.
The chief ones are as follows:

1. Collective bargaining develops better

understanding between the employer and the
employ­ees:
It provides a platform to the management and the employees to be at par
on negotiation table. As such, while the management gains a better and
deep insight into the problems and the aspirations of die employees, on
the one hand, die employees do also become better informed about the
organizational problems and limitations, on the other. This, in turn,
develops better understanding between the two parties.
2. It promotes industrial democracy:
Both the employer and the employees who best know their problems,
participate in the negotiation process. Such participation breeds the
democratic process in the organization.

3. It benefits the both-employer and employees:

The negotiation arrived at is acceptable to both parties—the employer
and the employees.

4. It is adjustable to the changing conditions:

A dynamic environment leads to changes in employment conditions.
This requires changes in organizational processes to match with the
changed conditions. Among other alternatives available, collective
bargaining is found as a better approach to bring changes more
amicably.
Difference between recruitment and
selection
Recruitment and Selection
Recruitment refers to the acts related to searching for
potential applicants and encouraging them to file in their
application (if the job opening is of interest to them).
Selection refers to the entire process of selecting and hiring
employees after screening the shortlisted candidates. The
most eligible candidate in the list is awarded the
appointment letter for the vacancy under consideration.

Given below is a comparison chart depicting the difference

between recruitment and selection.
 Basis Recruitment Selection
It is an activity of It is a process of picking
establishing contact up more competent and
Meaning between employers and suitable employees.
applicants.
It encourages large It attempts at rejecting
number of Candidates unsuitable candidates.
Objective
for a job.
It is a simple process. It is a complicated
Process process.

The candidates have not Many hurdles have to be

to cross over many crossed.
Hurdles hurdles
It is a positive approach It is a negative
Approach approach.

Sequence It proceeds selection. It follows recruitment.

Time Consuming Less time is required. More time is required.

 Internal mobility
Meaning of internal mobility
:-Internal mobility refers to the change of role that a
worker may choose to engage in within the
organization, shifting from one organizational unit to a
different one, performing different activities. 
Internal mobility can occur due to various reasons
related to specific organizational needs of the
Foundation:
-    Open positions that the Foundation advertises
through job opportunities reserved to internal staff
(internal selections) 
-    Role transitions that become necessary due to
organizational/strategic changes, problematic situations
or personal reasons
The internal mobility is needed for
the following reasons :-
Changes in technology, mechanisation etc. resulting in
enhancement of job demands.

Expansion and diversification of production/operations.

Adding different lines of auxiliary and supportive

activities in the organization.

Taking up of geographical expansion and diversification.

Introduction of creative and innovative ideas in all the
areas of management resulting in-increased job
demands.

Changes in employee skill, knowledge, abilities

aptitude, values etc

Changing demands of trade unions regarding

protecting the interests of their members.

Changing government role in human resource

management.

Economic and business trends and their impact on job

design and demands.
How to Improve Internal Mobility :-

Here are a few ways employers can influence internal

mobility for employees:

Ensure the workplace culture supports it. Work with

everyone involved in the hiring process at all levels. Ensure that the
organization values current employees and has plans in place to
allow employees to progress to new roles.

Create career paths for employees. Have specific steps

employees can take to transition into new roles and take on new
responsibilities. Allow employees some control in their progression,
such as allowing self-directed training.
Offer training for employees. Giving employees the skills
needed will help them to move into new roles; try to ensure that the
training is aligned with employee career progression needs. You can
also use training to fill skills gaps the organization has identified. Yet
another way to utilize training is to cross-train employees so they’re
able to perform more than one role in the organization, even before
they change to a new position.

Consider having a mentoring program. Mentoring can

help employees can support one another. This can help employees
build skills. It can also lead to employees recommending one another
for advancement opportunities.

Always consider future potential. When hiring, look at the

applicant’s potential beyond the role they’ve applied for.
Use succession planning. Create succession plans not just
for the top roles, but for other roles as well to ease managerial
anxiety over losing a good employee.

Set goals for internal mobility and measure progress.

By setting goals you create a situation in which people actively work
toward achieving them.

Don’t discount lateral moves. Give employees new roles,

even if the new role does not represent an upward career
progression. Consider lateral moves for employees to boost skill
levels.

Ask employees what they want in terms of

mobility. Using employee engagement surveys is one way to find
out employee opinions.