1. A process through which parties can discuss on how to come to an agreement on a matter that affects the both of them is called negotiation. Negotiation is viewed as a voluntary exercise since any of the negotiating parties can make a decision to walk away at any time (Talloo, 2007). The capacity of an employer to negotiate can help him or her to competitive advantage, enhance connections within and without the organization, improve profits and cut costs. A new HR in a firm can play two fundamental roles;
- Being the negotiator, and
- Assist their new employers in establishing negotiating capacities.
The new human resource manager should firstly identify agendas of the union from the recent negotiations if any. This process might give the HR manager a chance to understand prior negotiation and answers provided with the agreement. It is critical to establish indexed contract analysis and a book for negotiating strategy.
Merits and demerits of the previous negotiations should be analyzed. These should include the timing, tactics, gains and concessions. It offers a quality experience of learning and projector of how the union will behave in future (Sivarethinamohan, 2010). If there were settlement agreements or side agreements, they must also be analyzed. This might involve any written of verbal agreements made in previous negotiations and from the last contract. Sometimes, settlements or side agreements may be constituted in potential base agreement instead of turning into negotiating issues.
Reviewing initial problems in the prior negotiations is important. The issues should be determined if they are going to surface again (Sivarethinamohan, 2010). It will make it simpler to handle them before negotiations than handling them on the table.
Do a quick review of those involved in the previous talks. Parties that dominated the talks and whether they will take part in potential negotiations. The HR manager should develop techniques in advance to deal with these individuals on the negotiating table. This might lead to breakthroughs that did not exist before.
2.For there to be a good working relationship after negotiations the HR manager should ensure the following exists between management and the workforce.
- mutual respect- both sides should recognize that each of them has a legitimate and valued purpose. Employees and employers are interdependent because the organization requires productive and healthy workforce to achieves its objectives while the employees require a workplace(Ozaki, 2012). Respect between the two will ensure a good relationship and both parties will be considerate to each other.
- frequent communication– this reduces conflicts and enhances working relationship quality(Ozaki, 2012). If the employer can dialogue with the employee union to assist deal with market disruptions, the organization will achieve a better, conflict free work relations.
- Teamwork– employee unions and the employer can also enhance the working relationship by working together as a team(Talloo, 2007). Obviously, there is a common goal between the two. That business improvement and maintaining high performance. Together they can discuss business issues (Venter, 2014). Afterward, they can develop a strategy to improve the business operations and the most efficient way to attain best interests of all parties.
- Proactive policies– adoption of proactive employment policies can also improve relationships(Talloo, 2007). The employee union can be confident with the labor relations and deter them from pressing unnecessary pressure on the employer.
Although relationships between the employee union and employer can be very adversarial, both of them can profoundly gain if they enhance their relationship through interactions.
References
Ozaki, M. (2012). Technological Change & Labour Relations, . Geneva: International Labour Organization,.
Sivarethinamohan, R. (2010). Industrial Relations And Labour Welfare: Text And Cases. New Delhi: PHI Learning Pvt. Ltd.
Talloo. (2007). Business Organisation & Management (For B.Com Couese Of Delhi University). New York City: Tata McGraw-Hill Education.
Venter, A. (2014). Municipal Management: Serving the People. Claremont: Juta and Company Ltd.
