Abstract
Notwithstanding the long existence of collective bargaining as a process for the negotiation of terms and conditions of employment, collective bargaining remains one of the most critical issues in management—employee relations. The terms and conditions of employment of only about half of the labour force in North America are determined by collective bargaining; in many enterprises (commercial, industrial, institutional) important employment issues are excluded from the bargaining process; and most of management continue to regard the process an infringement on its right to manage, and enter into it under duress. Simply put, most of management have not accepted fully the organisations of employees and the collective bargaining process as necessary and desirable institutions: most of them continue to regard the organisations of employees as interlopers between themselves and the employees, which impede managerial efficiency, and collective bargaining an unnecessary, protracted, costly, and inefficient process for the determination of terms and conditions of employment.1
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
Notes and References
Clark Kerr, et al. state: “A primary concern of management, in its relationship to workers, is to establish, to make legitimate, and to maintain its authority”, Industrialism and Industrial Man ( New York: Oxford University Press, 1964 ) p. 125.
D. Quinn Mills, “Reforming the U.S. System of Collective Bargaining”, The Monthly Labor Review, 106 (Mar. 1983) pp. 18–22.
Sumner H. Slichter, J. J. Healy, and E. R. Livernash, The Impact of Collective Bargaining on Management ( Washington, D.C.: The Brookings Institution, 1960 ).
Walter Y. Oi considers this issue in “Labor as a Quasi-Fixed Factor”, Journal of Political Economy, LXX (Dec. 1962) pp. 538–55.
Clark Kerr, “Collective Bargaining in Crises?”, Saturday Review (13 Jan., 1962) p. 20.
Sir Otto Kahn-Freund, Labour Relations: Heritage and Adjustment (Oxford University Press, 1979) p. 22.
Lloyd Ulman (ed.), Challenges to Collective Bargaining, ( Englewood Cliffs, NJ.: Prentice-Hall Inc., 1967 ) p. 1.
W. L. Mackenzie King, Industry and Humanity ( Cambridge, Mass.: Houghton Mifflin Company, The University Press, 1918 ) p. 518.
Author information
Authors and Affiliations
Copyright information
© 1985 Stephen G. peitchinis
About this chapter
Cite this chapter
Peitchinis, S.G. (1985). The Collective Bargaining Process. In: Issues in Management-Labour Relations in the 1990s. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-07751-9_1
Download citation
DOI: https://doi.org/10.1007/978-1-349-07751-9_1
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-07753-3
Online ISBN: 978-1-349-07751-9
eBook Packages: Palgrave Economics & Finance CollectionEconomics and Finance (R0)