haku: @indexterm Collective bargaining / yhteensä: 346
viite: 16 / 346
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. |
SCIMA