Resumé Das Ziel dieser Diplomarbeit war die Zusammenfassung der bestehenden Rechtsregelung von dem Tarifvertrag und zugleich die Entwicklung der Rechtsregelung von den Tarifverträgen. Ich habe gleichzeitig auf die bestehende Rechtsregelung des Tarifvertrags hingewiesen, wie diese Regelung in der Bundesrepublik Deutschland geregelt ist. In den ersten Teil meiner Arbeit habe ich mich mit der historischen Entwicklung von dem Kollektivarbeitsrecht zu der Analyse der bestehenden Rechtsregelung befasst. Der nächste Punkt war die Verankerung des Kollektivarbeitsrechts in der tschechischen Rechtsordnung, die von dem europäischen Recht und von den internationalen Verträgen, durch die die Tschechische Republik in diesem Gebiet gebunden ist, beeinflusst wird. Ich habe mich weiter mit dem einsamen Begriff von dem Tarifvertrag und mit den Begriffen befasst, die mit den Tarifvertrag zusammenhängen. Es geht vor allem über die Begriffe wie die Subjekte von den Tarifverträgen, was der Inhalt von Tarifvertrag sein kann, welche die gesetzliche Voraussetzungen für die Gültigkeit und Wirksamkeit des Tarifvertrags sind, die Speicherung des Tarifvertrags und die Bekanntmachung mit dem Inhalt der geschlossenen Tarifverträge. Am Schluss habe ich die Bedeutung der Tarifverträge für den heutigen Arbeitsmarkt versucht...

M.A. / This research examines bargaining councils, the industrial level collective bargaining agents created by the new Labour Relations Act. This study contributes towards filling a gap not only in information that is lacking on bargaining councils, but also attempts to understand their dispute settlement role more fully. Two surveys were conducted, one, the content analysis of the constitutions of councils, and, the second, a questionnaire administered to bargaining councils, which particularly looked at their dispute work. Initial survey findings were qualified and extended through an investigation of a single council, the Clothing Industry Bargaining Council (Northern Areas). Bargaining councils place more emphasis on dispute settlement than industrial councils, and a particular difference between the two types of councils, relates to the potential role of bargaining councils to conduct arbitration. The level of accreditation may be linked to the union that is party to it. Further, a bargaining council’s ability to successfully resolve cases is dependent on clearly delineated procedures for settlement, the establishment of key relationships within the council, and, the accumulation of financial reserves. Importantly, the age of a bargaining council allows for these features to develop over time. The success of individual councils has overall benefits for labour relations in South Africa. Therefore, the formation of bargaining councils needs to be encouraged in sectors where, at present, they do not exist. Moreover, established councils should increasingly apply for accreditation for conciliation, and especially arbitration, where they are not accredited. This research modifies our understanding of councils by providing an indication of their importance in the current industrial relations dispensation, through an appreciation of the role of bargaining councils in dispute settlement. / Prof. P. Alexander

Made available in DSpace on 2016-04-26T20:48:57Z (GMT). No. of bitstreams: 1 Wilson Aparecido Costa de Amorim.pdf: 6966077 bytes, checksum: 22589f51488259bc373db9c0d6c30b80 (MD5) Previous issue date: 1992-12-04 / This study is about the collective bargaining at the banking sector of São Paulo state during the period 1979/1985. The concept of the collective bargaining is understood as a part of the labor relationship, where social, economic, politica1 and technological factors interact, as described in DUNLOP's' definition. In this system, under a particular context, the so called actors take part (workers, employees, government, and their respective organizations. By this sense we tried describe the collective bargaining context, the process of bargaining between the actors and their respective movements, and to define how these collective bargaining were structured. Before studding the bargaining at the banking sector we researched the collective bargaining during the period 1979/1985. We identified at this period important transformations like the growth of the union's power, as well as of direct bargaining between capital and labor, but weak evolution on the labor agreements. We studied the banking sector evolution after 1964 then described its employees union organization behavior. Studding the worker union organization from São Paulo, we identified worker's union at the capital and the Federation of state as the bargainers against the employees. After this, we analyzed how the co11ective bargaining with. the banks happened. At these bargaining we found a movement,bf centralization in their structures, and identified that the wage question was the main, almost the on1y one bargaining object, and finally we found bargaining that were concluded without labor's court decisions. At the end, we compared the banking sector collective bargaining and the overview of the other sectors emphasizing their results, process and structure / Esta dissertação se ocupa do estudo das negociações coletivas do setor bancário paulista no período 1979/1985. Para isto consideramos as negociações coletivas inseridas no sistema de relações trabalhistas, e como campo onde interagem forças sociais, econômicas, políticas e tecnológicas, conforme definição de DUNLOP. Deste sistema, mediante um determinado contexto tomam parte os seus atores (trabalhadores, patrões, governo e suas respectivas organizações). Sob esta ideia procuramos descrever o contexto das negociações coletivas, o processo de barganha travado entre os atores e seus respectivos movimentos, além de caracterizar como estas negociações se estruturam. Para melhor situar a negociação coletiva dos bancários paulistas acompanhamos inicialmente o quadro geral das negociações coletivas do período. O quadro aí identificado foi de transformações com o revigoramento da ação sindical, valorização do entendimento direto entre capital e trabalho, mas pouca evolução nos acordos coletivos. Dentro do setor bancário estudamos a sua evolução pós-64 e descrevemos como se comportou a estrutura de sua organização sindical patronal. Da mesma forma nos dedicamos também ao estudo da organização sindical da categoria bancária no Estado de São Paulo para nela identificar o Sindicato da capital e a Federação estadual como negociadores junto aos patrões. Realizamos a seguir acompanhamento e caracterização das negociações coletivas do meio bancário. Nela sobressaíram a centralização de suas estruturas de negociação, o predomínio da discussão salarial e das negociações concluídas sem o julgamento dos dissídios. Estabelecemos por fim uma comparação entre o quadro geral das negociações coletivas e as do setor bancário frisando os resultados das negociações, seu processo e estrutura

The primary purpose of this study is to give the administrator, supervisor and classroom teacher a graphic resume of the rise and development of teachers' unions in the educational system of the United States. Many educators have become passive to unionization, and as a result of their passiveness they have given added impetus to a force that must ultimately be reckoned with. It is believed that this study can be used to advantage as a handbook to all desiring insight into this comparatively new problem.

The collective bargaining practices among Utah's council-manager municipalities was studied through a review of existing literature and two surveys, one of which· focused upon the policies and practices of Utah's fourteen municipalities governed under the council-manager system and having a population of 2,000 or more . The second survey was a microcosmic study of Ogden City's collective bargaining practices as defined by administrators and employee representatives. The first survey involving the collective bargaining practices of Utah's fourteen council-manager municipalities indicated that two factors were present . They are: (1) formal employee organizations existed in areas with the largest and densest population structures, and (2) all municipalities surveyed had some form of collective negotiation procedure for employees. The amount of bargaining, or number of issues bargainable, appeared to depend on formality of procedure involved and merit service classification . It appeared that the most bargaining took place under a merit-formal combination, and the least under a nonmerit-advisory situation. The Ogden study examined Ogden's home rule government, the current status of existing employee organizations, and various aspects of the bargaining situation . Four employee organizations exist in Ogden--one national union and three independent local associations--with individual bargaining methods oriented toward betterment of the employment situation. Though each employee organization seeks recognition in a different manner and is limited on issues bargainable, all have received noticeable concessions in the past.

The purpose of the study was to identify and describe the nature of change, relative to the roles and responsibilities of personnel administrators in selected Indiana public school corporations, resulting from mandated teacher collective bargaining.Personnel administrators with seven or more years of experience were selected to insure that participants in the study had had experience both before and after the enactment of Public Law 217. In-depth taped interviews were conducted with nine personnel directors.The responses of personnel directors participating in the study were compared, correlated and contrasted with statements made by authorities in the field relative to private and public sector personnel administrators. Major findings were:Additional Time Requirements1. Personnel directors are devoting additional time to record keeping activities, such as:a.Formulating reduction in force lists and call back lists.b. Reviewing and revising student enrollment by building and class as necessary.c. Developing expanded salary schedules which reflect broader range of teacher educational preparation.d. Maintaining information relative to the number of graduate hours taken and advanced degrees earned by teachers.e.Maintaining information relative to teacher fringe benefits.f.Maintaining information relative to compensation for extracurricular responsibilities.g.Maintaining information relative to number and type of leave days taken by teachers.h.Maintaining teacher requests for transfers.i.Maintaining detailed information relative to teachers holding temporary contracts.j.Maintaining information relative to teacher seniority by school system and building.2. Personnel directors are devoting additional time to activities required for the collective bargaining process, such as:a. Collecting and organizing financial and personnel information.b. Providing and explaining financial and personnel information to the chief spokesman.c. Preparing salary schedules to determine cost of various teacher group and board proposals.d. Compiling and analyzing statistics relative to the number of various teacher leave days taken and days on which leaves occurred.e. Developing expanded salary schedules which reflect broader range of teacher educational preparation as required by the agreement.3. Personnel directors are devoting additional time to consultation, such as:a. Providing guidance to building administrators relative to teacher evaluations.b. Advising building administrators regarding granting of teacher leave days.c. Discussing the status of negotiations with building administrators, superintendent and board members.d. Providing guidance to building administrators relative to contract implementation.4. Personnel directors are devoting additional time to grievance activities, such as:a. Reviewing teacher evaluations to prepare for grievance hearings.b. Meeting with union officials to hear grievances.Preparing for grievances and arbitration hearings.5. Personnel directors are devoting additional time to inservice training activities, such as:a. Explaining evaluation procedures and instruments to building administrators.b. Explaining the intent of contract language to building administrators to insure uniform contract implementation.6. Personnel directors are devoting additional time to cooperative activities with union officials, such as:a. Providing personnel and financial information relative to teacher seniority, salaries, and fringe benefits.b. Developing and revising teacher evaluation instruments.c. Hearing grievances and jointly determining equitable settlements.7. Personnel directors are devoting additional time to other activities, such as:a. Considering leave requests of teachers.b. Planning for staffing needs and teacher vacancies.Changed Organizational Relationships1. The majority of personnel directors have been placed in the grievance structure and now represent the superintendent, usually at the second or third step of the grievance procedure. Therefore, personnel directors now have more line authority to make binding decisions regarding grievances.2. Because personnel directors now have line authority in the grievance structure, personnel directors may support or reverse the decisions of building administrators regarding grievances. Therefore, building administrators are now consulting more with the personnel director relative to the handling of employee grievances at the initial step of the grievance structure.3. Building administrators are now seeking advice and approval of personnel directors regarding teacher evaluations and granting of leaves.4. The majority of personnel directors participate in the negotiation process either as chief spokesman or members of the negotiating team. As the administrative representative in the collective bargaining process, personnel directors are now the main communication link between the teacher union, superintendent and board of education.5. As the administrative representative in the collective bargaining process, personnel directors have been given the additional responsibility of insuring that principals understand the intent of contract language and implement the contract accordingly.Direct Participation in the Negotiations Process1. The majority of personnel directors participate in the negotiation process either as chief spokesman or members of the negotiating team.a. As chief spokesmen, new roles and responsibilities of the personnel director include:(1) Consultation with the superintendent relative to the selection of negotiating team members.(2) Consultation with the superintendent and other administrative personnel concerning the collecting, organizing and writing of board proposals for negotiations.(3) Consultation with the superintendent and other administrative personnel relative to the development of a negotiation strategy.(4) The presentation of school board proposals.(5) Receiving teacher union proposals during negotiations.(6) Communications between the teacher union, superintendent and school board.(7) Consultation with the superintendent and board members concerning the development of school board counterproposals.(8) The equitable and expeditious conclusion of negotiations.b. As members of the negotiating team, new roles and responsibilities of the personnel directors included:(1) Providing relevant and necessary personnel and financial information to the chief spokesman.(2) Explaining and describing pertinent conditions surrounding negotiations, personalities of the individuals involved in negotiations, and attitudes within the community.

With the development of the Internet, people can communicate with each other much more easily. Consumers with similar needs can conduct a collective purchase with potential suppliers by the Internet. Currently, there are many web sites providing collective purchasing for consumers. However, these collective purchasing functions have not fully taken the advantages of the Internet for either consumers or suppliers.Therefore, the first purpose of this research is to explore the possible online collective purchasing models. Based on the number of suppliers and the number of products, six collective purchasing models and related algorithms have been proposed. Further, a comprehensive cybermediary system architecture for collective purchasing was described. Finally, a prototype is built to demonstrate how these collective purchasing models work.

Traditionally, group buying is a way to lower down the price due to the group based collective bargaining power. In the Internet age, because the Internet provides more efficient communication tools, it is much easier to recruit more participants to join the group buying to increase the bargaining power and then to lower down the buying price. Hence, in 1998, Mercata proposed an innovative website using group buying as its business model. Since then, there is more and more group buying websites with different group buying models. For single product group buying, there are two most often used models, price acceptance model and free pricing model. The purpose of this thesis is to probe the performance of these two models. First, whether there is difference between the final transaction volumes of these two models and how the difference will be intervened by different price level of product are explored. The next concern is to find what kinds of personal factors of participants will affect their choice of group buying model. The result is that the performance and participants¡¦ satisfaction of free pricing model are better than those of price acceptance model. In addition, the choice of group buying models will be influenced by the ideal price, group size expected by the participants and their motivations.

Univ., Diss.--Paris.

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