Analysis of Negotiation Strategies and Tactics in Labor Management

This report examines negotiation strategies and tactics within the context of labor unions and management, exploring key concepts such as compromise and the importance of identifying the Best Alternative To a Negotiated Agreement (BATNA). It outlines the procedural steps involved in negotiations between managers and labor unions, emphasizing the roles of representatives, the influence of government law, and the need for information sharing. The report differentiates between distributive and integrative negotiation approaches, providing examples of each, and delves into wage adjustment negotiations, outlining key issues and the importance of reducing agreements to writing. The process of documenting agreements, including preparation, discussion, proposal, and the final agreement, is also discussed, highlighting the roles of representatives and the legal aspects of the agreements. This report is valuable for students studying labor relations, leadership, and management.

Running head: NEGOTIATION STRATEGIES AND TACTICS 1
Negotiation Strategies and Tactics
Institution’s Name
Date

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My Reflection on Negotiations
After studying negotiation strategies and tactics between labor union and employees,
there are several things that I have noticed. Firstly, is the need for one to compromise. To start
with, not all negotiations are a win-win in the making. Therefore, one must be able to identify
what he or she is willing and able to lose. Secondly, I have also come to the understanding that
we ought to develop and identify best alternatives to a negotiated agreement (BATNA). I see this
as an essential tool before one starts negotiating as it focuses which way forward should the
negotiable fail. In addition to that, I see it important to include people who are well versed with
negotiation skills and labor laws when engaging an employer. Lastly, I think negotiation ought to
be carried out by a neutral party that does not bear any power that may favor one side.
Negotiation procedure between manager and labor union
There is a procedural way to strike any negotiation involving a manager and labor union.
Firstly, there must be the presence of agents of all labor unions that are involved in the
negotiation at hand and the administration that acts as the other party in the negotiation majorly
concerned about the conditions of the agreement (Fells, 2016). In the present times, the process
of negotiation is guided by the government law. The action for this a great importance to it in the
sense that, those involved in the process, that is laborers and entrepreneurs that are in determined
to solve their problems (Avouyi-Dovi, Fougère, & Gautier, 2013). In addition to that, the process
denotes that members ought to support and accept the road taken by their union leaders and
representatives of the administrative tasked with the negotiation as they proceed with collective
bargaining negotiations or agreement.

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Moreover, it is essential to note that both parties will be offered with information about
the contract the present contract and the status of the proceedings of negotiations towards
achieving a new contract. In addition to that, the two parties are to be supplied with secret data
which will not be uncovered to their either side (Fossum, 2014). Furthermore, it is necessary and
always is the case for members to meet with delegates or those representing them in the
negotiation like union leaders to foster a way forward as far as negotiation is concerned. It is at
this point when the two parties are well prepared and determined to start negotiations that are the
representative from the labor union and those from the administration that the negotiation finally
starts. It is worth noting that reaching an agreement is crucial as an inability to do so within the
set out time frame will eventually result in a strike.
Distributive negotiation approach
This method, also known as, to as a win-lose bargaining agreement commonly used in
situations where there are a settled standard or resources and whichever way one party benefits,
the other negotiating party loses (Card, Cardoso, & Kline, 2015). One of the main characteristics
of this kind of negotiation is that the negotiating parties do not have acquaintance with one
another and appear not to believe that there could build up an association between the two sides
in future. One of the best examples of this kind of negotiation is what we experience when we
make a buy.
Integrative negotiation approach
Unlike distributive kind of approach, this approach tends to benefit both parties and has
been termed as a win-win kind of approach. This approach happens when conditions are such
that they favor a more fulfilling and beneficial results together than could be achieved when each

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party decides to go on its own (Pruitt, 2013). One of the main characteristics of this approach is
that it is common when there exists a relationship or one need to build one and also when the
participation of both parties is beneficial to each other. However, there are always issues that
arise which from time to time need to be addressed and therefore, negotiations tend to be
complex but progressive. One of the examples of this kind of negotiation is when negotiating
between family members or that which happens with business associates.
Negotiated wage adjustments
It denotes an elaborate procedure that takes place between the employer and worker or
potential employee that results in the agreement stipulating the terms and states of employment.
The process starts with an offer that comes from the employer to the potential employee (Pruitt,
2013).
Wage Negotiation Issues
As far as bargaining for wages is concerned, one of the common issues is that employers
must not be part of negotiating team in all the matters that emerge because some of them are not
within the law. However, there are few others which necessitate for employers to participate as
far as collective bargaining is concerned. To start with, we have wages and the amount of time or
hours. In addition to those, it is crucial for employers to participate in cut back techniques (Ingle,
Willis, & Fritz, 2015). Moreover, if an issue arises from the employee side that needs some
changes and pertain the current collective bargaining, then, it is only appropriate for them to
make a notification in time to the employer. However, if the employer refuses to acknowledge
the emerging issues, then, relevant bodies may set in to not only discuss it but also question the
employer on why he is avoiding some of the common labor practices.

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Reducing an agreement to writing
One of the most important ways in making an agreement binding and to some extent
legal is by putting it in writing. The first stage in doing this is preparation; this involves
choosing the people that are going to represent each party in negotiations, that is, the union’s and
employer or manager’s side. The two representatives must possess negotiation skills and have an
understanding of the law. Moreover, the two must access all data necessary for them to start
negotiations. Secondly, the next step is a discussion where both group meet to suggest the
procedure to be followed for the impending collective bargaining agreement (Atherton, 2015).
Thirdly, is the proposal, it is at this stage that all parties introduce their positions and solution to
the issue at hand. In addition to that, it is at this point that bargaining begins. The aim of
negotiation is to make an understanding from both sides of their position and possibly reach an
agreement. It is at this point that they make a draft which is an unofficial agreement but one that
lays the foundation for the last stage. The final step is coming up with the final agreement, at this
juncture, the parties put everything in writing. Also, all people present ought to sign the
agreement and then start putting it into action.

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References
Atherton, W. N. (2015). Theory of union bargaining goals. Princeton University Press.
Avouyi-Dovi, S., Fougère, D., & Gautier, E. (2013). Wage rigidity, collective bargaining, and
the minimum wage: evidence from French agreement data. Review of Economics and
Statistics, 95(4), 1337-1351.
Card, D., Cardoso, A. R., & Kline, P. (2015). Bargaining, sorting, and the gender wage gap:
Quantifying the impact of firms on the relative pay of women. The Quarterly Journal of
Economics, 131(2), 633-686.
Fells, R. (2016). Effective negotiation: From research to results. Cambridge University Press.
Fossum, J. A. (2014). Labor relations. Mcgraw Hill Higher Educat.
Harkiolakis, N., & Halkias, D. (2016). E-negotiations: networking and cross-cultural
business transactions. CRC Press.
Ingle, W. K., Willis, C., & Fritz, J. (2015). Collective bargaining agreement provisions in the
wake of Ohio teacher evaluation system legislation. Educational Policy, 29(1), 18-50.
Pruitt, D. G. (2013). Negotiation behavior. Academic Press.