ABSTRACT
Industrial relations are inherently a bipartite relationship between union
and management, representing workers and the employer. Similar to
other relationship, the union management relationship is also highly
fragile and complex. Collective bargaining typically refers to the
negotiation, administration and interpretation of a written agreement
between two parties that covers a specific period of time. this agreement
or contract lay out in a specific terms the condition of employment, puts
some limits on employees and sets limits on managements authority. ILO
has defined collective bargaining as negotiations about working conditions
and terms of employment between an employer, a group of employers or
one or more employees organization on the other with a view to reaching
agreement where in the terms of an agreement serve as a pc defining the
rights and obligations each party in their - employment relates with one
another, it fixes a large number of detailed conditions of employment and
during its validity more of the matters it deals with can in normal
circumstances give grounds for dispute concerning an individual worker”.
The unpalatable side of industrial relations and one which the public often
associates unions is the strike. The strike indicates a break down of
cordial relationships between labor and management and is usually the
most negative commentary.
To achieve this, case study approach was
adopted and subsequently, questionnaire and personal interview methods
were accepted as an important instrument to dispute resolution. Also we
found out that dispute is both functional and dysfunctional and that the
effect of it is born by the individual organization and the economy. The
concept of management labor relations has attracted attention from
academicians and practicing managers during the past decades. The
economic interest of the union is matched by the sensitivity of the
employer to market considerations particularly in situations where
competition is very keen. Employers in this position are more likely to
consolidate into one bargaining entity. In any event that each party has a
defined interest in variable economic factors sets the basis for conflict with
respect to wages and salaries.
It is important to note that in resolving the
conflicting economic interests of the union and management of the
agreement that emerges is somewhere within the original offer by
management and the original demand by the union. The interest and the
formation of bargaining structure outlined in this project have been
influenced by such factors as the economic and organizational
environment, in the private sector thereby leaving room for further
research especially in the public sector and or other tertiary institutions.
