In Whose Interest? A First Look at National Survey Data on Interest‐Based Bargaining in Labor Relations

Abstract

The first national survey data on interest‐based bargaining (IBB) in labor relations reveal broad awareness of IBB, contrasting union and management views, and variation by negotiator experience and gender. A majority of negotiators are aware of IBB, and approximately one‐third of management negotiators and nearly one‐half of union negotiators report using IBB in prior negotiations. An exploratory analysis of the relationships between IBB preferences and contract outcomes suggests that the process is producing more than a simple “mutual gains” pattern of outcomes. Based on these initial results, two hypotheses are suggested as the focus for future studies of the diffusion and sustainability of IBB in collective bargaining.

Panacea or Snake Oil? Interest‐Based Bargaining in the U.S. Airline and Rail Industries

“…Because it contextualizes which bargaining approach a negotiator chooses to take, this study has the advantage of increased validity. The study also offers an important update and extension to previous research on IBB in other industrial sectors (Cutcher‐Gershenfeld, Kochan, and Wells 2001; Cutcher‐Gershenfeld et al. 2007) and to a series of case studies in the railroad industry (Walton, Cutcher‐Gershenfeld, and McKersie 1994).…”

“…In a Canadian study, researchers determined that unions made a greater number of concessions on working hours and schedules, a finding the authors describe as “disturbing for union organizations who have accepted [IBB]” (Paquet, Gaetan, and Bergeron 2000: 289). Similarly, Joel Cutcher‐Gershenfeld, Thomas Kochan, and John Wells (2001) found that twice as many union negotiators who have used IBB in the past no longer prefer it (40 percent) compared with management negotiators (20 percent), a finding the authors speculate is based on their different experiences. Further, in a different study, Cutcher‐Gershenfeld et al.…”

“…2001). Negotiators will thus positively evaluate (and therefore prefer) IBB if it leads to favorable agreements (Cutcher‐Gershenfeld, Kochan, and Wells 2001; Cutcher‐Gershenfeld et al. 2007).…”

The Psychological Contract and the Union Contract: A Paradigm Shift in Public Sector Employee Relations

“…14 Recent attempts to transform the nature of collective bargaining have focused on a category of approaches described as Interest-Based Bargaining, which hold that process matters in establishing problem-solving approaches in bargaining that focuses on mutual interests rather than established positions. 15 It might therefore be an appropriate time to evaluate whether the institution of collective bargaining is adapting to the changes in the environment, and whether the needed transformation in labor management relations is occurring. 16 The Lessons from Game Theory Given that the outcomes of public sector labor relations have direct impact on the lives of multiple stakeholders, including employees, administrators, taxpayers, and citizens, the lessons that can be drawn from game theory might serve to temper the thinking of both labor and management.…”

La pratique de la négociation basée sur les intérêts dans les processus de négociation collective : perceptions et appropriations syndicales

“…En effet, l'intervention d'experts provenant d'institutions privées et publiques a permis de diffuser cette approche auprès des représentants patronaux et syndicaux, mais également de fournir des programmes de formation et d'accompagnement visant à faciliter son adoption dans le cadre de négociations collectives. Ces efforts ont, d'ailleurs, porté fruit puisqu'aux États-Unis, selon les données du Federal Mediation and Conciliation Service (FMCS), plus de 75% des négociateurs syndicaux et 65% des négociateurs patronaux déclaraient connaître les rudiments de la NBI dès la fin des années 1990, tandis que plus de la moitié de ceux-ci affirmaient les avoir appliqués (Cutcher-Gershenfeld, Kochan et Wells, 2001). …”