Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.
In the previous monograph, a discussion took place on what constitutes dismissal and when the termination of the contract of employment takes effect. These two aspects…
In the previous monograph, a discussion took place on what constitutes dismissal and when the termination of the contract of employment takes effect. These two aspects treat the first of the statutory qualifications necessary to enable the employee to exercise his right not to be unfairly dismissed, namely that he must first be dismissed.
The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist…
The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist and specialist personnel roles; relationships between personnel professionals and line managers; and perceptions of personnel activities. Also examines the power ramifications of these changes. Posits that the changes which have occurred to personnel management practice within the public sector have had a detrimental impact on the duties and activities of the personnel practitioner and have also led to a dilution of professional power. Uses a methodology based on sequence analysis to explore the existence of characteristic trends across a range of public sector organizations (n = 14). Interviews with key stakeholders (n = 42) were undertaken, a variety of documentary sources were analysed and, as part of the process of “colligation”, group feedback sessions were held.
Assesses the degree of self‐reported implementation of gatekeeping in clinical practice, and gains insight into primary care physicians’ attitudes toward gatekeeping and…
Assesses the degree of self‐reported implementation of gatekeeping in clinical practice, and gains insight into primary care physicians’ attitudes toward gatekeeping and their perceptions of necessary conditions for implementation of gatekeeping in daily practice. A self‐administered questionnaire was mailed to a national sample of 800 primary care physicians in Israel, with a response rate of 86 per cent. Multivariate analysis indicated that sick fund affiliation was the main predictor of self‐reported implementation of gatekeeping, while specialty training predicted primary care physicians’ attitude toward this role. Close communication with specialists, continuous medical education, and management support of physician decisions were identified by respondents as being important conditions for gatekeeping. Discusses strategies to gain the cooperation of primary care physicians, which is necessary for implementing an effective gatekeeping system.