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181.
Anne Junor 《Australian Journal of Public Administration》2000,59(4):67-75
The current Australian Capital Territory (ACT) public sector workplace bargaining round lasted more than two years with most agreements involving a trade-off between low wage outcomes and protection of job security within performance improvement measures. The main focus of this paper is on government and agency experiments with bargaining structures and processes. The first was a limited and largely unsuccessful attempt in 1998 and 1999 at participative agreement making without the involvement of the key unions. The second, a selective decentralisation of bargaining to parts of a single business, was more successful: of 50 agreements, over 40 have been achieved. The procedural success of the decentralisation strategy is a significant outcome. However, the fragmentation strategy contained internal contradictions and required strong centralised policy control of bargaining agendas and outcomes, leading to delays and breeding distrust. Unions conducted effective defensive campaigns against non-union agreements and involuntary redundancies, but face their own dilemmas in finalising this round and preparing for the next. 相似文献
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International Journal for the Semiotics of Law - Revue internationale de Sémiotique juridique - 相似文献
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Wendi Adair Jeanne Brett Alain Lempereur Tetsushi Okumura Peter Shikhirev Catherine Tinsley Anne Lytle 《Negotiation Journal》2004,20(1):87-111
In this article the authors investigate the relationship between culture and joint gains by examining the role of information sharing and power strategies in intracultural negotiations. Previously, the authors found that the relationship between cultural values or norms and joint gains was uncertain in six cultures: France, Russia, Japan, Hong Kong, Brazil, and the United States. Of the five values and norms measured, only norms for information sharing in negotiation were directly related to joint gains. This article explores and extends prior findings by investigating the strategies used by negotiators in the same six cultures. Cultures that maximized joint gains used direct information-sharing strategies or a combination of indirect and direct strategies. Power strategies may help or hurt joint gains, depending on a culture's values and norms for power and whether or not power-based influence is used in conjunction with sufficient information exchange. The findings suggest that understanding the other party's cultural characteristics and strategies can help negotiators plan how to focus on information exchange and deal with unusual power strategies that they may encounter. 相似文献
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