haku: @indexterm STEEL INDUSTRY / yhteensä: 279
viite: 8 / 279
| Tekijä: | Bacon, N. Blyton, P. |
| Otsikko: | Conflict for mutual gains? |
| Lehti: | Journal of Management Studies
2007 : JUL, VOL. 44:5, p. 814-834 |
| Asiasana: | collective bargaining trade unions negotiation team work managers employees productivity steel industry United Kingdom |
| Kieli: | eng |
| Tiivistelmä: | In order to examine the outcomes of industrial relations negotiations (hereafter as: negt./negts.) to implement teamworking (here as: t-w-g.), Walton and McKersie's Behavioral Theory of Labor Negotiations is adopted. Negts. from 21 departments (as: depts.) across two integrated steelworks are classified into 4 negt. patterns, each producing different outcomes from t-w-g. for managers (as: mgrs.) and employees (as: empls). Mgrs. secured lower manning and increased productivity in negts. both in depts. characterized (as: chrtz.) throughout by cooperation and those chrtz. by conflict. However, mutual gains were secured only where union negotiators (as: u-negts.) pursued conflict tactics during bargaining (as: barg). In those depts. where u-negts. adopted more conflictual barg. tactics, more empls. reported pay increases and greater satisfaction with t-w-g. agreements, compared with empls. in more 'cooperative' depts. 'Mixed' barg. approaches in other depts. were less successful, especially for u-negts. |
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