Essays on Is Enterprise Bargaining Still a Better Way of Working by Townsend, Burgess, and Wilkinson Article

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The paper "Is Enterprise Bargaining Still a Better Way of Working? by Townsend, Burgess, and Wilkinson" is a delightful example of an article on business. Enterprise bargaining (EB) entails the procedure of negotiation amid employers, workers, and their bargaining representatives. The main objective of enterprise bargaining is to make enterprise conformity. According to Loundes, Tseng & Wooden (2003, p. 245), enterprise bargaining enhances productivity, but scores of academics argue that the relationship amid workplace productivity and bargaining structure is a contentious issue and research has not been able to identify the relationship.

Townsend and Wilkinson (2013) examine the efficiency of enterprise bargaining. The authors assert that decentralization is not efficient at numerous levels given that the bargaining process calls for expertise, time, and resources. Secondly, enterprise bargaining shows little differences across enterprises. In addition, bargaining prompts disruption, reduced trust, and conflict thereby challenging the efficiency of the process in terms of meeting the requirements of the actors. Townsend and Wilkinson (2013) employ a case study approach to explore the advantages and limitations of enterprise bargaining. The two authors assess whether procedures of enterprise bargaining contribute to productivity improvement and organizational efficiency and the implications of enterprise bargaining in the workplace. Summary of the ArgumentTownsend and Wilkinson (2013, p. 101) assert that Australia has passed through decades of far-reaching reform to regulations of industrial reforms, institutions, and processes.

Through a reference from previous studies, Townsend and Wilkinson (2013) confirm that the rationale behind the establishment of enterprise bargaining in 1991 includes labor flexibility and deployment, organizational and economic reasons. Townsend and Wilkinson (2013, p. 101) assert that enterprise bargaining was viewed as a strategy of enhancing labor productivity, promoting managerial prerogatives besides; lowering the influence of trade unions and commission.

Reference

List

Briggs, C 2001, 'Australian exceptionalism: the role of trade unions in the emergence of enterprise bargaining’, Journal of Industrial Relations, 43, 1, pp. 27-43.

Foster, B, Rasmussen, E, Murrie, J & Laird, I 2011, 'Supportive legislation, unsupportive employers and collective bargaining in New Zealand,' Relations Industries, 66, 2, pp. 192-212.

Grant, B 2012, ‘The future of enterprise bargaining’, Labor & Industry, 22, 3, pp.307-315.

Loundes, J., Tseng, Y., Wooden, M 2003,’ Enterprise bargaining and productivity in Australia: What do we know?’ The Economic Record, 79, 245, pp.245-258.

Peetz, D 2012, ‘The impacts and non-impact on unions of enterprise bargaining’, Labor & Industry, 22, 3, pp.237-254.

Townsend, K., Burgess J., Wilkinson, A 2013, ‘Is enterprise bargaining still a better way of working? Journal of Industrial Relations, 55, 1, pp.100-117.

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