Collective Bargaining As A Strategy For Industrial Conflict Management In Taraba State Public Service (2007-2011)

The major factor militating against organizational productivity is conflict between individuals or groups of individuals and the management. In any work situation, people are bound to have different interests and aspirations which may tend to conflict with each other. For example, management is committed to pursing a goal of profit maximization policies, while the workers through their unions want higher wages and a lucrative welfare package which tends to result in higher cost of doing business to the management. At times, unions want effective participation in most organizational decisions, even at the expense of encroaching on areas that fall exclusively within the confines of management prerogatives. Management cannot but resist this unwholesome behaviour. In the process, conflict would ensue. Therefore, an important duty of line for mangers to promote organizational productivity is through peaceful resolution of conflicts in the organization.

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Public Employment, Collective Bargaining and the Conventional Wisdom : Canada and U.S.A.

Relations industrielles ◽

10.7202/027700ar ◽

2005 ◽

Vol 21 (3) ◽

pp. 406-435

Author(s):

W. B. Cunningham

Keyword(s):

United States ◽

Collective Bargaining ◽

Private Sector ◽

Public Service ◽

Industrial Relations ◽

The United States ◽

Conventional Wisdom ◽

Public Employment ◽

The Public ◽

State Of Affairs

The author states that the conventional wisdom has viewed collective bargaining in the public service as unnecessary, impractical and illegal. And he adds that, in general, and until recently, the prevailing practices in the United States and Canada have been in close harmony with the conventional wisdom. But the restless change of events threatens the existing state of affairs, described by the conventional wisdom, with progressive obsolescence. And the author answers the two following questions: Can the industrial relations system of the private sector be applied to public employment? To what extent does the nature of government employment raise unique problems? The enemy of the conventional wisdom is not ideas but the march of events. J.K. GALBRAITH, « The Affluent Society »

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Arbitrability Restrictions in Action

Relations industrielles ◽

10.7202/050767ar ◽

2005 ◽

Vol 47 (2) ◽

pp. 279-299

Author(s):

G. England ◽

I. McKenna

Keyword(s):

Collective Bargaining ◽

Public Service ◽

Service Sector ◽

Employee Relations ◽

Hospital Workers ◽

Bargaining Process ◽

Service Employee ◽

Public Service Employee

The authors test a number of hypotheses as to the possible impact on the collective bargaining process of section 48 of the Alberta Public Service Employee Relations Act which declares non-arbitrable a broad range of management rights items. This study compares the collective bargaining relationship for two units of hospital workers and examines the Crown Service sector.

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Collective Bargaining in the Public Sector : Prince Edward Island

Relations industrielles ◽

10.7202/028485ar ◽

2005 ◽

Vol 29 (1) ◽

pp. 200-209

Author(s):

G. K. Cowan

Keyword(s):

Public Sector ◽

Collective Bargaining ◽

Public Service ◽

Prince Edward Island ◽

The Public ◽

Key Issues ◽

Public Sector Bargaining

The author reports on Prince Edward Island's attempt to solve some of the key issues of public sector bargaining through Us recent collective bargaining regulations for teachers and the public service.

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Collective Bargaining in the Essential and Public Service Sectors, by Morley Gunderson, ed., Toronto : University of Toronto Press, 1975, 163 pp.

Relations industrielles ◽

10.7202/028811ar ◽

1977 ◽

Vol 32 (3) ◽

pp. 468

Author(s):

Mark Thompson

Keyword(s):

Collective Bargaining ◽

Public Service ◽

University Of Toronto ◽

Service Sectors

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The Public Service Staff Relations Board

Relations industrielles ◽

10.7202/028655ar ◽

2005 ◽

Vol 30 (4) ◽

pp. 628-642 ◽

Cited By ~ 1

Author(s):

A. Gray Gillespie

Keyword(s):

Collective Bargaining ◽

Public Service ◽

Third Party ◽

The Public ◽

Service Staff ◽

Staff Relations ◽

Federal Public Service

This paper is primarily an attempt to describe the organization, functions, and influence of the neutral third-party agency in the Federal Public Service collective bargaining system.

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Unionizing the Police Service: The Case of Botswana Police Service

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v3i4.4448 ◽

2013 ◽

Vol 3 (4) ◽

pp. 63

Author(s):

Baakile Motshegwa

Keyword(s):

Collective Bargaining ◽

Public Service ◽

Southern Africa ◽

Trade Unions ◽

International Experience ◽

Police Service ◽

Labour Relations ◽

The Public ◽

Police Services

Police labour relations in Botswana have been on the spotlight in recent years in Botswana. Whilst government in their Labour Policies appreciates the need for collective arrangements by employees to bargain for their conditions of service, the same favour has not been extended to the Police. It is always an issue for investigation why the Police find themselves managed by their own special Acts that explicitly prohibit them from organizing themselves for collective bargaining. This paper analyses unionization with regards to the Botswana Police Service. Whereas unionization is internationally recognized, the Police in Botswana find themselves prohibited from such action. The Trade Unions and Employers’ Organisations Act, the Public Service Act and the Police Act are analysed in order to find harmony amongst these pieces of legislation. It also draws lessons from other Police Services in Southern Africa to get an international experience.

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