Abstract
Labor and management in the unionized sector of the construction industry have, in several instances, reacted to the growth of the nonunion sector by engaging in productivity bargaining. Collective bargaining in the industry has, historically, been characterized by union dominance. As employment in the union sector has decreased, management has begun to press for union concessions on work rules and practices in order to increase productivity and decrease unit labor costs. Productivity bargaining requires an explicit link between changes in work practices and changes in compensation. To date, the impact of productivity bargaining has not been great with regard to productivity and unit labor costs. The real impact has been on the parties' attitudes, which have become more cooperative. With the change in attitudes, the foundation has been laid for the beginning of true productivity bargaining.
Published Version
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