Union-management Cooperation: Structure, Process, Impact

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W.E. Upjohn Institute for Employment Research, 1984 - Business & Economics - 235 pages
Intended for students, practitioners, policymakers, and academicians in personnel and industrial relations, this book presents findings of a 5-year study of joint union-management programs to improve productivity. Chapter 1 underscores the growth and importance of union-management cooperation and discusses union and management attitudes toward cooperation. Chapter 2 presents an overview of theories and discusses the models of change and cooperation in unionized settings employed to guide this research and the specific research issues treated. Chapter 3 details research design, measures of study variables, and analytical techniques employed; and summarizes characteristics of the 38 research sites and methodological findings. Chapter 4 describes structural characteristics of the six types of interventions studied: Scanlon, Rucker, and Improshare Plans; Labor-Management Committees; Quality Circles; and Quality of Worklife Programs. Chapter 5 deals with results of the process leading to cooperation and some of the conditions necessary to implement and maintain a cooperative program. Chapter 6 presents the results of the analysis of performance at the research sites. Some of the time-series data sets on these variables are as long as 8 years. Eleven case studies highlight significant issues involved in the practice of cooperative union-management relations. Chapter 7 summarizes research methodology and findings and offers a future research agenda. Findings, found in chapters 4-6 and summarized in chapter 7, indicate that: (1) the six interventions vary significantly in philosophy. (2) No intervention is a substitute for competent management, good union-management relations, or responsible union leadership. (3) Bonus formulas are an excellent means of equitably sharing organizational improvements. (4) The cooperative process requires neutrals and consulting expertise. (5) Unions have less confidence in the cooperative process than management. (6) Union-management cooperation can lead to significant improvements in productivity. (7) There is a need to study unsuccessful cases. In addition, through this research, seven areas for future research and investigation have been identified and are listed in the concluding pages. (YLB)

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Models of Change and Cooperation
A Research Design for Evaluating

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