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The determinants of collective bargaining strategy in the British Columbia hospital industry

University of British Columbia

The thesis attempts to illustrate, through the case study approach, the theoretical criteria described in the literature for collective bargaining strategy determination. Based on, a review of the literature a model is presented in which strategy determinants are identified under the general headings of Political and Economic Climate; Relative Power of the Bargaining Parties; Bargaining Structure and Institutional Characteristics; Party Objectives; Legislation; Inter-organizational Relationships; and, Personality. The case studied is the bargaining for the 1976-77 Master Agreement between the Hospital Employees' Union, Local 180, and the Health Labour Relations Association representing the hospitals of British Columbia. In order to put the case into perspective, a discussion of hospital economics is presented. As well, the other labour associations in the hospital industry are introduced, as is the legislation applicable to the negotiations discussed. While the study of a single case prohibits valid generalizations to other bargaining situations, it would appear that political determinants most affect the choice of bargaining strategy.

Text

2010-03-13

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http://hdl.handle.net/2429/21870

Business Administration

University of British Columbia

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