Published by:
Harvard Business Publishing
Length: 7 pages
Topics:
Labor negotiations; Labor relations
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Abstract
To settle the quarrel between management and workers, both sides must first adopt a spirit of cooperation and a willingness to accommodate each others'' needs. This spirit is beginning in many companies in the form of new labor contracts and quality-of-work-life programs. An analysis of both the success and failure of these experiments indicates that change must be initiated in small steps, and companies should avoid combining cooperation and bargaining. If cooperation is unachievable, management and labor face the risks of labor union ineffectiveness, low productivity, poor morale, little or no growth, and a lack of security.
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Abstract
To settle the quarrel between management and workers, both sides must first adopt a spirit of cooperation and a willingness to accommodate each others'' needs. This spirit is beginning in many companies in the form of new labor contracts and quality-of-work-life programs. An analysis of both the success and failure of these experiments indicates that change must be initiated in small steps, and companies should avoid combining cooperation and bargaining. If cooperation is unachievable, management and labor face the risks of labor union ineffectiveness, low productivity, poor morale, little or no growth, and a lack of security.