UK. Study of the psychological aspects of collective bargaining, with particular reference to the management attitudes and behaviour of managers and shop stewards (employees attitudes) - examines conflict, persuasion, intergroup relations, etc., proposes a model of the stages through which negotiation may pass, and includes a case study of a pay and productivity collective agreement. Diagrams and statistical tables.

In this book, Walton and McKersie attempt to describe a comprehensive theory of labor negotiation. The authors abstract and analyze four sets of systems of activities which they believe account for much of the behavior found in labor negotiations. The first system of activities, termed "distributive bargaining," comprises competitive behaviors that are intended to influence the division of limited resources. The second system is made up of activities that increase the joint gain available to the negotiating parties, referred to as "integrative bargaining." They are problem-solving behaviors and other activities which identify, enlarge and act upon the common interests of the parties. The third system includes activities that influence the attitudes of the parties toward each other and affect the basic relationship bonds between the social units involved. This process is referred to as "attitudinal structuring." The fourth system of activities, which occurs as an integral aspect of the inter-party negotiations, comprises the behaviors of a negotiator that are meant to achieve consensus within one's own organizations. This fourth process is called "intra-organizational bargaining." Each sub process has its own set of instrumental acts or tactics. Therefore, each of the four model chapters is followed by a chapter on the tactics which implement the process. These chapters translate the model into tactical assignments and include an abundance of supporting illustrations from actual negotiations. This study should be of interest to several audiences, including students and teachers of industrial relations, social scientists interested in the general field of conflict resolution, as well as practitioners of collective bargaining and other individuals directly involved in international negotiations. The overall theoretical framework has been derived by a mixture of inductive and deductive reasoning. Extensive fieldwork and several dozen printed case studies have provided the bulk of the empirical data. In terms of meaning, the study has three touchstones: the field of collective bargaining; the field of conflict resolutions; and the underlying disciplines of economics, psychology, and sociology.

Originally published in 1977, this book deals with the social psychological factors which influence the process of bargaining. It examines the structure behind the process, by which it can be analysed and better understood. Particular attention is paid to the character of negotiations in which agreements are obtained.

Economic research study of the theoretics of the bargaining process, with particular reference to collective bargaining - examines behavioural theories of negotiation, the application of mathematical models and game theories, the time factor and cost and evolves new methods of evaluation of the efficiency of arbitration schemes, the impact of strikes, the role of bluffing strategies, etc., in determining the nature of the final bargain. References and diagrams.