Effect Of Positional Bargaining On Labor Management Relations And Producing Innovative Agreements
Due to interest-based bargaining having stark differences to positional bargaining, I will address if they produce different results during and after collective bargaining. I have already examined the effects that positional bargaining has labor-management relations and producing innovative agreements. Later, I will also examine positional bargaining and interest-based bargaining’s effect on intra-party relations. The model used to examine these relations also takes into account the trust between each party and their use of power, as these variables have effects on labor-management relations, innovative contracts, and party satisfaction.
Through the literature, I have already been able to establish that positional bargaining typically has a negative effect on labor-management relations and does not produce high levels of innovation in the agreements. I will examine if interest-based bargaining produces better outcomes in labor-management relations, produces more innovative contracts, and increases overall party satisfaction.
H1: Interest-based bargaining will improve relations between labor and management more than positional bargaining.
H2: Interest-based bargaining will produce more innovative agreements than positional bargaining.
H3: Interest-based bargaining will improve party satisfaction more than positional bargaining.