Industrial Relations Analysis: Collective Agreement and Management

This report provides an analysis of industrial relations, focusing on the pros and cons for management within the context of a collective agreement. The report examines two articles concerning faculty employee rights and academic freedom, assessing the advantages and disadvantages of each from a management perspective. It highlights the importance of transparency, dispute resolution mechanisms, and the balance of power between management and the faculty association. The report further proposes changes for future collective bargaining processes, emphasizing the need for a clearer framework for dispute management, readable presentation of rights, and a participatory environment. Key areas for improvement include enhancing transparency, strengthening dispute resolution, and ensuring equal participation of all parties involved. The analysis draws on relevant research to support its recommendations for a more effective and inclusive industrial relations framework.

Running head: INDUSTRIAL RELATIONS
INDUSTRIAL RELATIONS
Name of the Student
Name of the University
Author Note

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1. Pros and Cons for the management in the articles
Article 1
The first article is concerning the rights of the faculty employees. From the point of view
of the management, this is an important article as this can help to create better relationships
between the management of the college and the employees. Both the parties would have copies
of the agreement. Hence, it would become easier for the management to settle the various
disputes that can arise in the future. Collective bargaining processes can be more advantageous
for the management as the collective agreement is being signed by both the parties (Camerer,
Nave, & Smith, 2019). It would be more advantageous for the management to communicate their
terms to the employees.
One major disadvantage of the article is that the management would always have to strive
to maintain greater transparency in their operations. If discrepancies occur in the dispute
resolution mechanism, the management can be held liable. In this case the management can be
subject to harsh punishments. A major disadvantage of the article is that it gives the union more
power to question the decisions of the management as all the contract information would be
present with them. The mediation process for the collective bargaining might not to effective
enough to solve all major disputes.
Article 2
This article is in regards to academic freedom. This provides the students and the other
employees the right to learn, teach, question and examine. An advantage of this article is that it
provides the management with better control over the governance of the academic areas. It
provides further advantage to the management concerning the development of an effective
framework to impart better knowledge to the students. Freedom to conduct teaching would
provide the management with a better scope for improving their employee relationships. Many
disputes can be avoided due to this freedom. Hence, from the management point of view this can
improve the efficiency of operations.
Some of the cons of this articles are related to the freedom to question the authority of the
management. The clauses provides more freedom to the students and the employees to question
the organization if they deem necessary. The college would not be able to maintain the
confidentiality of some of their documents. A major disadvantage is that the college would have
to maintain transparency in all their works (Hwang, 2018). This can mean that major conflicts
can arise between the college and its employees. Moreover, the college has been restricted to get
into agreements with other post-secondary organizations that can affect the work of the
bargaining units.
2. Presentation of changes to future collective bargaining
In future collective bargaining processes a clearer and more engaging framework of
dispute management needs to be created. It is important to note that the article clauses can cause
significant grievances among the parties that are engaged. For collective bargaining, the changes
need to be made to the articles by identifying the exact areas that can cause grievances. The

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rights of the faculty employees should be present in a readable from across all the buildings of
the college premises in order to ensure that the people can read it an know all the clauses. Similar
changes need to be made in regards to the academic freedom article.
The role of all the parties in an agreement need to be stated clearly. The articles that are
related to employment equity need to be checked and changed if necessary. There can be certain
issues that can be present due to the jurisdiction factors (Põlajeva, 2017). These factors need to
be changed in order to create a more inclusive and participatory environment for implementing
the jurisdiction (). The quality of the programs need to be assessed in order to understand their
effectiveness. The contract articles need to be enhanced to suit the requirements of the people
that are engaged within the organization. As the college is to improve the number of courses to
ensure that the bargaining team gets opportunities to fill these position, it also becomes important
that complete information of these positions are informed prior to their establishment (Rehfeldt
& Vincent, 2018). There is a need for clauses that not only ensure transparency but also ensure
the effective implementation of a more transparent environment. The investigation process for
dispute resolution need to be made stronger. Hence, there should be regulations that ensure the
equal participation of all the parties. The changes need to be made on a systematic basis.

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References
Camerer, C. F., Nave, G., & Smith, A. (2019). Dynamic unstructured bargaining with private
information: theory, experiment, and outcome prediction via machine learning. Management
Science, 65(4), 1867-1890.
Hwang, I. (2018). A theory of bargaining deadlock. Games and Economic Behavior, 109, 501-
522.
Põlajeva, T. (2017). Business negotiations: communication in the bargaining process. Journal of
Business Economics and Management, 18(3), 554-559.
Rehfeldt, U., & Vincent, C. (2018). The decentralisation of collective bargaining in France: an
escalating process. Multi-employer bargaining under pressure-Decentralisation trends in five
European countries, European Trade Union Institute, Brussels, 151-184.