Index

Advances in Industrial and Labor Relations, 2017: Shifts in Workplace Voice, Justice, Negotiation and Conflict Resolution in Contemporary Workplaces

ISBN: 978-1-78743-486-8, eISBN: 978-1-78743-485-1

ISSN: 0742-6186

Publication date: 2 February 2018

This content is currently only available as a PDF

Citation

(2018), "Index", Lewin, D. and Gollan, P.J. (Ed.) Advances in Industrial and Labor Relations, 2017: Shifts in Workplace Voice, Justice, Negotiation and Conflict Resolution in Contemporary Workplaces (Advances in Industrial & Labor Relations, Vol. 24), Emerald Publishing Limited, Leeds, pp. 243-251. https://doi.org/10.1108/S0742-618620180000024012

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited


INDEX

Index

Adaptive structuration theory
, 22

Advisory, Conciliation and Arbitration service (Acas)
, 43

Air line Pilots Association (ALPA)
, 74–75

Ajzen’s theory
, 188, 191

Alternative dispute resolution (ADR) procedures
, 35–37

Appeal mechanism
, 34

Association of Conflict Resolution (ACR)
, 47

‘Average’ grievance
, 42–43

Behavioural responses
, 42

Budgeting and strategic planning
, 170–171

Chartered Institute for Personnel Development (CIPD)
, 43

‘Collective-bargaining-based’ industrial relations system
, 36

Collective decision-making process
, 11

“Collectivist ideological” themes
, 194

“Collectivist instrumental” themes
, 194

Commitment-oriented systems
, 222

Common method variance (CMV)
, 229

Common stressor process
, 11

Complexity theory
, 22

Confirmatory factor analysis (CFA)
, 227, 229

Conflict management systems

Association of Conflict Resolution (ACR)
, 47

characteristics
, 48

dispute management
, 47, 48

environmental factors
, 50

learning tool
, 49

non-union grievance procedures
, 48

‘prevent’ category
, 49

‘settle’ category
, 49

team-based production
, 46

Total Quality Management
, 49

Contextual cues

Chicago Teachers Union (CTU) reform efforts
, 127

democracy
, 122–123, 131

external TPs
, 127

internal TPs
, 126–127

labor movement
, 121

leaders’ response
, 124–125

militancy
, 123–124, 131

rank-and-file movement
, 130

reform and revitalization case studies
, 125, 126

social and psychological benefits
, 121

TPs, union revitalization efforts
, 128, 129

union reform efforts, TPs
, 125–126

Voss and Sherman model
, 128

Correlation matrix
, 13, 14

Crossover process
, 11

Curiosity
, 24

Decision-making process
, 214

Delta Air Lines. See Employee involvement and participation (EIP)

Delta Board Council (DBC)

Air line Pilots Association (ALPA)
, 74–75

announcement and plan
, 67

events of
, 69–70

foundation
, 66

merger decision
, 73–74

mission and activities
, 68–69

morale and relations
, 70–71

National Mediation Board (NMB)
, 74–75

NWA
, 75–77

role of
, 71–72

selection process
, 72–73

vision and purpose
, 68

Democracy
, 115, 122–123

tactics of
, 140–142

theme of

CORE reformers
, 131

direct democracy
, 131

Fight Back movement
, 133

oligarchical structure
, 133

revitalization
, 131–132

DeMRev model
, 125, 126

bottom-up reform
, 148

concrete action-oriented tactics
, 148–149

Fight Back movement
, 150

oligarch reactions
, 150–151

RMT
, 150

Direct crossover process
, 11

Displacement effect
, 42

Dispute management
, 47, 48

Distributive justice
, 32

Efficiency, workplace dispute resolution
, 31, 42–43

Employee involvement and participation (EIP)

American labor law
, 59

causal mechanisms and social process
, 64

Delta Board Council (DBC), 58. See also Delta Board Council (DBC)

direct and indirect participation
, 58

employment relations (ER) literatures
, 59

formal voice

high-performance systems
, 60

and involvement programs
, 62

high-commitment management
, 61

high-performance work system (HPWS)
, 62

human resource management (HRM)
, 59, 66

in-depth question and answer (Q&A) interview
, 58

industrial relations (IR)
, 62

insights and lessons

benefits
, 79–80

Delta nonunion employees, benefits
, 85–86

EI group creation, do’s and don’ts
, 77–79

employee role
, 82–83

management role
, 80–81

nonunion representation forums and councils
, 83–85

National Labor Relations Act (NLRA)
, 63

nonunion EIP system
, 60

nonunion employees
, 58

participation–commitment style
, 64

participative processes
, 64

personnel management (PM)
, 62

quantitative/statistical methods
, 59

Railway Labor Act (RlA)
, 64

union density
, 63

win–win benefits
, 60

Employment relations (ER) literatures
, 59

Empowerment practice, Australian manufacturing company

ALPHA management
, 97–99

decision making
, 95

definitions and approaches
, 94

employee voice

attitudinal shaping
, 96

behaviour of
, 95–96

decision making
, 97

definition
, 93

direct voice
, 93

indirect voice
, 93

information sharing
, 96

participation and encourage engagement
, 93

process of
, 96

self-management
, 96

task autonomy
, 96

upward problem solving
, 96

verbal expression
, 93

industrial democracy
, 92

limitations
, 107–108

organisational conditions and mechanisms
, 92

power and control
, 94

psychological empowerment
, 95

structural empowerment
, 94–95

decision making
, 104

direct mechanisms
, 106

face-to-face interactions
, 103

formal and informal voice mechanisms
, 99–101

information sharing
, 104

Just Do it (JDI) initiative
, 103

legal conditions
, 107

manufacturing and product development
, 101

motivational feelings
, 102

NER approach
, 107

organisational conditions
, 106

organisational goals
, 102

perception and interpretation
, 106

production process
, 102

self-determination
, 103

self-management
, 105

‘speaking-up’ organisational culture
, 107

task autonomy
, 104

Equity
, 30

alternative dispute resolution (ADR) procedures
, 35–37

appeal mechanism
, 34

benefits
, 35

‘collective-bargaining-based’ industrial relations system
, 36

distributive justice
, 32

federal laws
, 36

goals of
, 31

interactional justice
, 32–33

Lewin’s criticism
, 35

multi-step appeal procedures
, 35

non-union dispute resolution procedures
, 35

open-door policy
, 37

organisational justice
, 32

organisation-level outcomes
, 33

procedural fairness
, 31

procedural justice
, 32

U.S. grievance arbitration system
, 34

Event system theory
, 23

Formal training
, 16

Ghent system benefits
, 193

Grievance filing rates
, 42

Habitual routines
, 23

Hierarchical linear modeling
, 13

High-performance work system (HPWS)
, 62

common method variance (CMV)
, 229

confirmatory factor analysis (CFA)
, 227, 229

decision-making process
, 214

human resource management (HRM)
, 214

cooperative relationship
, 218

human resource policies
, 217–218

union substitution
, 217

union suppression
, 216–217

hypothesis tests
, 230–231

managerial implications
, 234–235

market signaling theory
, 215–216

means, standard deviations, reliabilities and intercorrelations
, 227–228

multinational corporations (MNCs)
, 214

organizational level
, 214

post hoc analysis
, 231–233

sample and procedure

analytical strategy
, 227

code scheme
, 225

control variables
, 226–227

dependent variables
, 226

independent variables
, 226

measures
, 225

survey data
, 225

union instrumentality
, 226

within-organization response rate
, 225

social exchange theory
, 215–216

theoretical implications
, 233–234

union instrumentality and turnover intention

commitment-oriented systems
, 222

control and exploitation components
, 224

definition
, 220

economic exchange perspective
, 220

joint consultative councils (JCC)
, 222

meta-analysis
, 222–223

social exchange components
, 224

transmission belt
, 221

“union substitute” systems
, 223

and unions
, 218–220

Human resource management (HRM)
, 59, 66, 214, 216–218

Human resource practices

consultants
, 169–170

hiring
, 164–167

human resource directors employment
, 169, 170

written human resource policies
, 167–169

Hypothesis tests
, 230–231

Indirect crossover process
, 11–12

Informal training
, 16–17

Institutional features
, 42

Institutional theory
, 22

Interactional justice
, 32–33

Internal union characteristics

HR practices
, 162

union jurisdiction
, 161

union size, centralization/decentralization and democracy
, 160–161

union staff unionization
, 161

Intra-class correlation (ICC) coefficients
, 9, 14

Joint consultative councils (JCC)
, 222

Kochan’s analysis
, 189

Labor movement
, 114

Labor unions
, 114

Learning climates
, 23

Lewin’s criticism
, 35

Market signaling theory
, 215–216

Militancy
, 115, 123–124, 131

tactics of

bureaucratic systems
, 142–143

formal union structures and process
, 143

labor movement
, 145

labor relations process
, 143

NLRA
, 144

Pennsylvania Teachers Union
, 144

theme of
, 137

bureaucratic process
, 133

Chicago Teacher’s Union
, 133

CORE members
, 134

Labour Party
, 136

rank-and-file movements
, 133

revitalization
, 133–135

“syndicalist” approach
, 136

Multilevel model
, 15

Multinational corporations (MNCs)
, 214

National Labor Relations Act (NLRA)
, 63

National Mediation Board (NMB)
, 74–75

Non-union dispute resolution procedures
, 35

On-the-job training
, 16–18

Organisational justice
, 32

Organizational theory jungle
, 20–21

Override ratios
, 13, 15

Personnel management (PM)
, 62

Post hoc analysis
, 231–233

Procedural justice
, 32

Pro-social and self-interest motivations

individual-worker level
, 186

self-interest face
, 186

Theory of Planned Behavior (TPB)
, 187

unionism literature

Ajzen’s theory
, 188

decision making
, 188

dimensions
, 198

“general union attitude,” 187

participation/activism
, 188

planned behavior perspective
, 198, 199

union activism and participation
, 196–198

union membership
, 193–196

union voting intention models
, 187, 189–193

voting decisions
, 198

unions as institutions

employment relations and union objectives
, 200

ideological foundation
, 202

market mechanisms
, 201

public-relations success
, 203

social movements
, 202

social welfare
, 199

Psychological safety
, 24

Punctuated organizational change
, 22

Quantitative/statistical methods
, 59

Railway Labor Act (RlA)
, 64

Random coefficient modeling
, 13

Remedial voice procedures
, 40

Revitalization

bureaucratic unions
, 119

CORE reform
, 146

definition
, 119

NYPPU
, 146

oligarchic response
, 145

outcomes of
, 146–149

participative leadership
, 145

“tipping points” (TPs)
, 115

union reform, strategic model
, 120–121

Smart pump-specific knowledge
, 16

Smart pump technology
, 12–13

Social construction, workarounds

causes and correlation
, 8

evidence of

analysis levels
, 13

common stressor process
, 11

correlation matrix
, 13, 14

direct crossover process
, 11

healthcare quality outcomes
, 10

indirect crossover process
, 11–12

multilevel model
, 15

override ratios
, 13, 15

phrase tacit agreement
, 12

random coefficient modeling
, 13

smart pump technology
, 12–13

variance
, 14

work stress
, 10–11

healthcare industry
, 8

individual analysis level
, 9

inductive study

circumnavigate process blocks
, 19

formal training
, 16

idiosyncratic knowledge transfer
, 18

implications
, 21, 25

informal training
, 16–17

limitations
, 21

on-the-job training
, 16–18

organizational theory jungle
, 20–21

smart pump-specific knowledge
, 16

social information processing theory
, 19, 20

supervisors/“centralized” sources
, 18

survey data set
, 15

theories, future research
, 21, 22–24

training and troubleshooting sources
, 16, 17

intra-class correlation (ICC) coefficients
, 9

organizational dysfunction
, 8

theory-based guidance
, 9

workarounds, definition
, 8

workflow constraints
, 8

Social exchange theory
, 215–216

Social information processing theory
, 19, 20

Stress-related contagion process
, 11

Structural empowerment
, 94–95

decision making
, 104

direct mechanisms
, 106

face-to-face interactions
, 103

formal and informal voice mechanisms
, 99–101

information sharing
, 104

Just Do it (JDI) initiative
, 103

legal conditions
, 107

manufacturing and product development
, 101

motivational feelings
, 102

NER approach
, 107

organisational conditions
, 106

organisational goals
, 102

perception and interpretation
, 106

production process
, 102

self-determination
, 103

self-management
, 105

‘speaking-up’ organisational culture
, 107

task autonomy
, 104

Subconscious mimicking process
, 11

Team-based production
, 46

Team-shared cognition
, 24

Technology acceptance
, 24

Theory-based guidance
, 9

Theory of Planned Behavior (TPB)
, 187

Total Quality Management
, 49

Training engagement theory
, 23

Union administrative practices

American labor movement
, 156

budgeting and strategic planning
, 170–171

data collection
, 164

economic and political forces
, 158

external/environmental factors
, 162

human resource practices

consultants
, 169–170

hiring
, 164–167

human resource directors employment
, 169, 170

written human resource policies
, 167–169

in-house staff unions
, 174–175

internal union administration
, 157

internal union characteristics

HR practices
, 162

union jurisdiction
, 161

union size, centralization/decentralization and democracy
, 160–161

union staff unionization
, 161

leadership and management styles
, 158

long-and short-term planning
, 158

longitudinal data set
, 156

national and international unions
, 157

nonprofit entities
, 159

organizational outcomes management
, 156

organizational traits
, 171–172

percentages, US unions
, 172–174

strategic management practices
, 160

union innovation determinants
, 163

Union leaders theme, oligarchs
, 137–140

Union membership

“collectivist ideological” themes
, 194

“collectivist instrumental” themes
, 194

“conservation” value
, 195

cost-benefit calculations
, 193

Ghent system benefits
, 193

job satisfaction/workplace injustice perceptions
, 196

noninstrumental approach
, 194

self-efficacy
, 196

self-enhancement values
, 194

“self-transcendence” value
, 195

“social interests argument,” 195

Union voting intention models

act of unionism
, 191

Ajzen’s theory
, 191

demographic and contextual influences
, 192–193

domain-specific constructs
, 192

frustration-aggression perspective
, 190

Kochan’s analysis
, 189

perceived-control concept
, 192

union-as-experience-good perspective
, 190

workplace social pressure
, 190

US Civil Rights Act
, 114

U.S. grievance arbitration system
, 34

Voice, workplace dispute resolution
, 31, 40–42

Voss and Sherman model
, 128

graphic interpretation of
, 117

in-depth qualitative research
, 117

labor movement
, 116

Michels’ Iron Law of Oligarchy
, 116

reform-oriented union
, 117

Service Employees International Union (SEIU)
, 116

SMART reforms
, 118

tactics, types
, 117–118

top-down approach
, 118

union leadership, corporate style
, 118

Westman’s crossover model, 15. See also Indirect crossover process

Worker reaction effect
, 42

Workplace dispute resolution

Australian case studies
, 50–51

conflict management systems

Association of Conflict Resolution (ACR)
, 47

characteristics
, 48

dispute management
, 47, 48

environmental factors
, 50

learning tool
, 49

non-union grievance procedures
, 48

‘prevent’ category
, 49

‘settle’ category
, 49

team-based production
, 46

Total Quality Management
, 49

efficiency
, 31, 42–43

elements
, 30

on employees

collective agreement
, 38

employees perceived procedures
, 39

grievance procedure, negative individual consequences
, 37–38

post-settlement performance ratings
, 38

public debate, external forums
, 39–40

equity
, 30

alternative dispute resolution (ADR) procedures
, 35–37

appeal mechanism
, 34

benefits
, 35

‘collective-bargaining-based’ industrial relations system
, 36

distributive justice
, 32

federal laws
, 36

goals of
, 31

interactional justice
, 32–33

Lewin’s criticism
, 35

multi-step appeal procedures
, 35

non-union dispute resolution procedures
, 35

open-door policy
, 37

organisational justice
, 32

organisation-level outcomes
, 33

procedural fairness
, 31

procedural justice
, 32

U.S. grievance arbitration system
, 34

management and unions

Advisory, Conciliation and Arbitration service (Acas)
, 43

Chartered Institute for Personnel Development (CIPD)
, 43

conflict and employee engagement
, 44

informal process
, 44

management/personnel skills
, 43

organisational stakeholders
, 44

self-confidence
, 45

tribunal judgements
, 46

voice mechanism
, 45

self-determination
, 30

voice
, 31, 40–42