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|Title:||A CASE STUDY ON COLLECTIVE BARGAINING||Authors:||LIM PECK HOON||Issue Date:||1994||Citation:||LIM PECK HOON (1994). A CASE STUDY ON COLLECTIVE BARGAINING. ScholarBank@NUS Repository.||Abstract:||Since 1982, the government has announced that it would reduce its role in the wage negotiation process and shift the focus to bipartite negotiations so as to build up the nexus between employers and their employees. Many reasons were cited for the move towards decentralised bargaining. This academic exercise aims to examine the collective bargaining process in a manufacturing firm and determine to what extent the various benefits cited for the move towards decentralised bargaining have been achieved and whether the parties to negotiations are adequately trained and prepared for decentralised bargaining. The collective bargaining process will be analysed to determine how it has been affected by both factors internal to the firm, such as its bargaining history, bargaining structure, goals and strategies of the two parties and the industrial relations climate, as well as external to the firm, such as its macro and micro environment. This report also attempts to evaluate the collective bargaining process and outcomes according to a set of criteria that measures how the goals of the two negotiating parties and the public have been achieved.||URI:||https://scholarbank.nus.edu.sg/handle/10635/170447|
|Appears in Collections:||Bachelor's Theses|
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