The types of bargaining in collective bargaining include distributive, cooperative, and productive. Each plays a key role in determining the specific terms and results of the bargaining process.
Distributive bargaining is a competitive approach in which two parties divide a fixed pool of resources each trying to maximize its share of the distribution. unequal bargaining power might leading to distributive bargaining, because the party with the most power have little incentives to give up its incentives. integrative bargaining is defined as negotiating process which parties involves strive to integrate their interest as effectively as possible in the final agreement.
Also called adversarial, noncooperative, distributive bargaining, positional, or hard bargaining--is used to divide limited resources; the assumption is that the pie to be divided is finite.
The goal of collective bargaining is to negotiate and establish a contractual agreement between employers and employees, typically through their respective unions. The aim is to secure better working conditions, wages, benefits, and other terms of employment for the workers. It also helps to maintain a peaceful and productive relationship between labor and management.
Negotiation between labor and management is called
competition negotiation intergrative collective
Attorneys provide counsel in collective bargaining and with the negotiation and arbitration processes.
the swapping of horses (accompanied by much bargaining) or negotiation accompanied by mutual concessions and shrewd bargaining
Integrative collective bargaining occurs when a greater outcome can be produced in cooperation rather than when all parties work alone. This strategy is usually used when a relationship has already been built amongst the parties involved, and when the cooperation will benefit all involved.
Conferring, discussing bargaining
The English term for "nego" can refer to negotiation or bargaining.
Intra‐organizational bargaining refers to the process by which each party to a negotiation determines its own bargaining goals and strategies. Intra‐organizational bargaining may involve elements of both distributive bargaining and integrative bargaining . Each party to a negotiation is comprised of various constituencies, each with different interests to satisfy and opinions about optimal bargaining strategies. Different interests often derive from differences in constituents' jobs, terms and conditions of employment, or nonwork‐related (e.g., family) roles. Each constituency wants its negotiator to give its special interests and concerns priority over the parochial interests of others during inter‐organizational negotiations. Conflict may also stem from different perceptions about the relative efficacy of bargaining strategies and expectations about what is achievable during inter‐organizational negotiations. Such disputes may arise among principals, but often occur because of information asymmetries and perceptual differences between principals not directly involved in the negotiations and their agents at the bargaining table. Unresolved intra‐organizational conflict often produces insufficient formal authority at the bargaining table to execute an agreement. Negotiators will be uncertain about what commitments they can make during negotiations and must guard against opposition