Index
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
- Prelims
- Introduction
- The Social Construction of Workarounds
- Workplace Dispute Resolution: What Guidance Does Existing Research Provide?
- Great in Theory but Tough in Practice: Insights on Sustaining Advanced Employee Involvement at Delta Air Lines
- Voice as an Empowerment Practice: The Case of an Australian Manufacturing Company
- Democracy, Militancy, and Union Revitalization, The DeMReV Model of Union Renewal: A Sustainable, Strategic Model Expanding on Voss and Sherman Model
- Adapting Union Administrative Practices to New Realities: Results of a Twenty-Year Longitudinal Study
- Pro-Social and Self-Interest Motivations for Unionism and Implications for Unions as Institutions
- Can HPWS and Unions Work Together to Reduce Employee Turnover Intention in Foreign MNCs in China?
- Index