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The Third Edition of this comprehensive treatise on labor contract negotiation processes and techniques has been updated and expanded to reflect the latest developments in the field of collective bargaining, including:

--Long-term contracts --Cost-sharing of health care benefits --Recent NLRB and court decisions --Current examples of contract costing and bargaining parameters --Updated forms and worksheets --New pension developments, including cash balance plans, and more. The Third Edition also features a new chapter on non-traditional negotiations. In this chapter, the author reviews various methods that alter the labor-management landscape of contract negotiation. Many employers, especially in the public sector, have sought additional guidance on such collaborative models. You get details of the rationale and strategies for conducting collaborative or "win-win" bargaining, and such innovations as early opening of contracts, limiting the scope of negotiations, and interest arbitration. You will gain insight into the advantages and disadvantages of this non-traditional form of bargaining.

Average Customer Rating:

Don't Negotiate a Labor Contract Without It

Customer Rating:

"Negotiating a Labor Contract" by Charles S. Loughran is an outstanding how-to book. It breaks down a highly complex subject in an easily understood manner. There is no legal mumbo-jumbo in this book - just a practical, to the point, step-by-step overview of the entire labor contract negotiating process. The book benefits not only the labor relations professional. Operations people will gain a strong understanding of the negotiating process, including the preparation required prior to beginnning bargaining. It will allow management to position themselves to get the best deal possible. The book's appendix includes detailed checklists on, among other items, negotiations and strike contingency preparation. It also includes a succinct overview of the law controlling labor negotiations. The book was indispensable for me as a member of the negotiating team during a protracted nine-month negotiation that included a union reneg, a tie ratification vote, elimination of dues check-off and declaration of impasse. With each twist and turn in the road, there are people who gladly will offer advice. Throughout it all, Charles Loughran was there to keep me pointed in the right direction. I also found the book invaluable when I was assigned to be chief spokesperson for several small bargaining unit negotiations. I recommend the book strongly to anyone who is involved, in any way, in labor contract negotiations. I must include in this group, members of Union negotiating committees. Union reps who read this book would benefit greatly (and so would their members). It has been three years since I read the book, but I refer back to it frequently. I also recommend it to others whenever possible. My hope is that the author is able to keep the book up-to-date. The second edition is now six years old. At least one line of his advice, that "management negotiators should seek to include a 'zipper' clause" (p. 465) appears to be a concept no longer in vogue among labor attorneys. Nevertheless, to me, Charles Loughran's work will always be a classic of business books. Don't negotiate a labor contract without it.