Reflections on public sector‐based integrative collective bargaining. Conditions affecting cooperation within the negotiation process

Pages62-75
Published date01 January 2006
DOIhttps://doi.org/10.1108/01425450610633064
Date01 January 2006
AuthorNatasha Caverley,Bart Cunningham,Lari Mitchell
Subject MatterHR & organizational behaviour
Reflections on public sector-based
integrative collective bargaining
Conditions affecting cooperation within the
negotiation process
Natasha Caverley and Bart Cunningham
University of Victoria, North Saanich, Canada, and
Lari Mitchell
Workers’ Compensation Board, Vancouver Island, Canada
Abstract
Purpose – The purpose of this article is to understand better how specific conditions such as the
degree of trust developed from previous negotiations, the level of expertise/style demonstrated by the
negotiators, the clarity of the bargaining issues and the ability of facilitators to use problem
solving-based techniques affect the success of an integrative collective bargaining process.
Design/methodology/approach – The researchers propose that cooperation may be affected by
specific conditions. These key conditions were used in the analysis of two Canadian public sector
collective bargaining experiences where two of the authors served as consultants and lead negotiators
within the British Columbia public sector.
Findings – Based on the analysis of two public sector collective bargaining experiences, it is
suggested that ensuring the clarity of the bargaining issues was an important catalyst in moving the
bargaining agenda forward. In addition, the previous negotiations and the expertise/style of the
negotiators were important in the fragile level of trust which developed. No one condition was
responsible for the success of collective bargaining. Rather, various conditions are jointly important
and supportive to the overall success of the collective bargaining process.
Research limitations/implications – As a limitation, this research is exploratory in nature and
cannot be generalized to other collective bargaining situations. However, the case studies and its
subsequent analysis are intended to provide a template for expanded study of collective bargaining
and the mutual gain process by suggesting that the process (medium) surrounding the intervention is
as important as the intervention itself.
Practical implications – For practitioners, particularly labor relation specialists, the article
provides a suite of conditions and practical strategies that may influence the cooperative nature of
bargaining within their respective organization.
Originality/value – This case study paper provides a conceptual framework for both scholars and
practitioners to deconstruct and analyze inter-organizational dynamics within a collective bargaining
process.
Keywords Public sector organizations, Collectivebargaining, Negotiating, Canada
Paper type Case study
Introduction
Many conflicts in labour relations and community settings illustrate a range of
difficulties, many of which involve people taking positions that evoke resistance from
others (Susskind and Cruikshank, 1987). Whether it is a conflict over pay and benefits
or the scheduling of work, people often engage in positional-based bargaining (Fisher
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0142-5455.htm
ER
28,1
62
Received 17 November 2004
Revised 12 April 2005
Accepted 20 April 2005
Employee Relations
Vol. 28 No. 1, 2006
pp. 62-75
qEmerald Group Publishing Limited
0142-5455
DOI 10.1108/01425450610633064

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