Collective Bargaining
The article “What happened to collective bargaining during the great recession?” focuses on creating a description of the collective bargaining process in an organization. The article analyses different aspects such as the major stakeholders involved in the collective bargaining process. The objective of the article is to provide comprehensive information regarding the process and its impact on the overall productivity of an organization. Collective bargaining involves the process of negotiations between the employers and the employees on matters concerning the working conditions and compensation strategies. The main role of collective bargaining is to deal with issues that influence the performance of the employees and focus on the implementation of measures that promotes individual productivity in the workplace. When engaging in the collective bargaining process, the employees are represented by unions that define the key elements that should be addressed in the process.
The main objective of collective bargaining is to define and determine the terms and conditions of employment to ensure that the employees capitalize on their productivity. Visser (2016) maintains that collective bargaining is a fundamental principle, which is recognized in the local and international labor market. In that case, employees and employers should engage in collective bargaining regardless of their defined location. The union representing the employees and the employers should understand their objectives prior to engaging in the collective bargaining process. The objectives of the process may include negotiations on the employees' wages and rights, compensation strategies, and working conditions. The parties engaging in the process should have bargaining power and specific interest in the matter involved. Although the collective bargaining process seeks to better the lives of the employees, the main objectives involve creating a platform for improving the productivity of an organization.
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The applicability of the collective bargaining process in an organization is defined by the role of each party engaging in the negotiation process. For the employees, the process presents a protective function, which focuses on defining different aspects that concern the work environment such as the working conditions. In this case, the employers can define the compensation strategies and ensure adequate pay for the employees on different levels in an organization. During the bargaining process, the employees focus on addressing crucial factors such as the working conditions and the need for training as a measure to improve on individual productivity. For the employers, the process focuses on conflict management function, which aims at resolving conflicts and disputes that arise from the workplaces. The employers focus on the implementation of strategies and measures that ensure meeting the employees' needs based on factors such as the size of the organization and the specific roles and responsibilities of the employees.
Proper implementation of the process in an organization requires the inclusion of all major stakeholders that are required to take part in the process. The selection of the parties to engage in the negotiations should have the appropriate skills and knowledge to negotiate important and relevant issues that impact on the productivity of an organization. Another essential aspect of consideration during the implementation of the collective bargaining process involves analyzing an organization to determine the current position and the future aspects as defined in the objectives. The position of an organization helps in indicating the things that require to be improved within a given time and identify those that require more time for the implementation. Lastly, the implementation of the process requires the establishment of strategies and measures that support the negotiations, which is an aspect that helps in promoting the success of the process in an organization.
The information provided in the article indicates that collective bargaining is an important aspect of an organization. The process focuses on defining specific measures and strategies to use in the process of ensuring that employees and employers work toward the overall objective of organizational productivity. The primary elements discussed within the collective bargaining process include the working conditions, compensation strategies, among other important aspects that concern the growth and development of an organization. The parties involved in the negotiation process focus on addressing all issues of concern to ensure that the employees can maximize their productivity. The process involves a series of steps that focus on ensuring that the negotiations achieve the desired objectives based on the labor issues discussed. Overall, the employers and union representatives focus on defining measures that result in effective and improved performance among the employees.
Shared Governance
The article “Nurse Engagement in Shared Governance and Patient and Nurse Outcomes" capitalizes on defining various aspects concerning the shared governance. The article focuses on elaborating on the issue of nurse engagement in shared governance and defined major outcomes. Shared governance refers to a process that focuses on partnership, equity, and accountability. Shared governance focuses on enhancing responsibility and authority for practice-related decisions. The ability to share responsibilities with the intention of improving decision making is an important aspect that helps in promoting effectiveness in any given practice. According to Kutney-Lee, Germack, Hatfield, Kelly, Maguire, Dierkes, & Aiken (2016), shared governance is a model that is mainly used in nursing to help in improving the practice and provide a definite structure for organizing major structures in a healthcare facility. Other than promoting accountability, shared governance helps to promote employee engagement through improved motivation and satisfaction in the workplace environment.
Kutney-Lee et al. (2016) maintain that shared governance has a significant role in promoting the success and productivity of the nurses in any given health care facility. The first main objective associated with the implementation of shared governance in the workplace involves promoting the quality of the decision-making process in a health care organization. Decision making is a vital aspect that helps to define the specific measures and strategies to use in a bid to achieve the set goals and objectives. The second advantage associated with shared governance is the ability to empower nurses to use their clinical expertise and knowledge to develop and improve on performance. Through shared governance, nurses can better their skills and knowledge, which is an aspect that improves accountability and productivity. The article maintains that the process of shared governance helps to improve the performance of the nurses, which is defined by the nature of patients’ outcomes.
Based on the situation in my current facility, the implementation of a shared governance process may help to improve the productivity of the nurses and ultimately improve the patient and nursing outcomes. The first aspect of consideration during the implementation of shared governance involves creating a relevant and appropriate mission statement for an organization regarding the process. The development of a mission statement acts as a guide for the process, which is an aspect that enhances the performance levels of the nurses. The second important aspect involves writing bylaws, which focus on detailing the specific structure of the shared governance. The bylaws include rules and regulations that govern processes within the structure of shared governance. Another significant factor to consider involves forming a steering committee that would lead the entire process. The committee should incorporate nurses to withing different departments in a healthcare facility. Lastly, it is important to capitalize on defining a timeline for the implementation of shared governance.
References
Kutney-Lee, A., Germack, H., Hatfield, L., Kelly, M. S., Maguire, M. P., Dierkes, A. ... & Aiken, L. H. (2016). Nurse engagement in shared governance and patient and nurse outcomes. The Journal of nursing administration , 46 (11), 605.
Visser, J. (2016). What happened to collective bargaining during the great recession? IZA Journal of Labor Policy , 5 (1), 9.
