Of course, other factors can offset the tendency of geographically separated groups of employees to want to negotiate separately. When a multi-site bargaining unit is available to the negotiator, the larger entity strengthens the bargaining power of all workers by removing the employer from the ability to move work to locations covered by another collective agreement, or no agreement at all. To the extent that employees work in more than one location, their interest is to have common working and employment conditions wherever they work. Significant employee exchanges between sites tend to break up the site-specific community of interest that employees may feel at each location. Finally, workers` rights under a collective agreement can be much more valuable in a multi-site bargaining unit than in a single-site bargaining unit. Rights based on seniority, promoted, transferred or avoiding dismissal, may be of little value in a very small bargaining unit, especially for employees in the least populated classifications. These rights mean much more to the average worker when working in multiple locations over a reasonable commuting distance. From the employer`s perspective, there is much less to recommend when it comes to units with a location. There may be tactical considerations that units with a single site can help curb the unionization of the employer`s other activities, or that small bargaining units have no influence if production can be relocated to other locations. But other compelling factors indicate to employers that they favour broader bargaining structures. Administrative efficiency requires a series of negotiations instead of several and a collective agreement that must be managed for all employer operations. Uniformity of policies and terms and conditions of employment is much easier to achieve in broader negotiations with a union than in many negotiations with different unions.
Industrial stability promotes broad-based collective bargaining so that employers are not exposed to serial redundancies, “lashes” and disruptions to integrated production processes as a result of conflict in only part of the workforce (conversely, in broad-based bargaining structures, trade unions are not subject to withdrawal from negotiations on the basis of the employer`s agreement with the weaker negotiator). And the day-to-day management of the collective agreement and human resources management in general is easier when the employer has a collective agreement, a set of seniority rules, and a negotiator to deal with about them, rather than several. .