TITLE

ENVIRONMENTAL VARIABLES AND UNION-MANAGEMENT ACCOMMODATION

AUTHOR(S)
Derber, Milton; Chalmers, W. Ellison; Stagner, Ross
PUB. DATE
April 1958
SOURCE
Industrial & Labor Relations Review;Apr58, Vol. 11 Issue 3, p413
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article discusses the impact of environmental variables on the accommodation processes of union-management relationships. External factors do not necessarily predetermine the nature of a collective bargaining relationship. Within each of the environments created by a combination of external factors, there is usually a considerable variation in the quality of the relationship. There are five main types of union-management relationships, namely union-dominated, management-dominated, union-management partnership, union-hostile and finally, a peaceful partnership with unions having a higher degree of influence over management.
ACCESSION #
6450418

 

Related Articles

  • Working with union will benefit hotels, industry, employees. Wilhelm, John W. // Hotel & Motel Management;1/9/2006, Vol. 221 Issue 1, p23 

    The article focuses on the positive inclination of United Here International Union (UHIU) towards a harmonious collective bargaining with companies in the U.S. In retrospective point of view, labor and management clashes had created a major slowdown in business operations. The advent of the year...

  • Origins of Canada's Wagner Model of Industrial Relations: The United Auto Workers in Canada and the Suppression of 'Rank and File' Unionism, 1936-1953. Wells, Donald M. // Canadian Journal of Sociology;Spring1995, Vol. 20 Issue 2, p193 

    Focusing on the origins of the United Automobile Workers (UAW) in Canada during the 1940s, this study analyzes the evolution of a work-centred, "rank and file" model of unionism into a top-down model of economistic unionism centred on collective bargaining and the stabilization of...

  • Labor- Management Relations: Conditions for Collaboration. Rubin, Barry; Rubin, Richard // Public Personnel Management;Winter2006, Vol. 35 Issue 4, p293 

    The failure to consider the collective bargaining relationship already established between labor and management constitutes a major deficiency in the research on collaboration, especially since labor unions are likely to play a significant role in organizational reform, The purpose of this...

  • Tracking Local Unions Involved in Managerial Decision-Making.  // Labor Studies Journal;Summer2006, Vol. 31 Issue 2, p1 

    The article discusses the impact of union and worker participation in managerial decision-making on the union as an institution. A review of empirical literature on the subject and case studies of eleven unions heavily involved in various forms of participation is used to examine the trajectory...

  • Coordinated Bargaining: A Snare--and a Delusion. Engle, Earl L. // Labor Law Journal;Aug68, Vol. 19 Issue 8, p518 

    Comments on the Industrial Union Department's (IUD) program for coordinated collective bargaining in the U.S. Establishment of the IUD; Features of coordinated collective bargaining; Resistance to IUD's coalition bargaining.

  • The Effect of a Change of Bargaining Representative. Petrowitz, Harold C. // Labor Law Journal;Dec59, Vol. 10 Issue 12, p845 

    Here is an article about the positions which have been taken by the NLRB and the courts in regard to the complex problems created by the repudiation or decertification of a union as the bargaining agent for a group of employees. The author considers what happens to the rights and the obligations...

  • INDUSTRY-WIDE BARGAINING. Wolman, Leo // Labor Law Journal;Dec49, Vol. 1 Issue 3, p167 

    The article discusses certain issues concerning the industry-wide bargaining in the U.S. In its pure form, industry-wide bargaining exists when one or several unions, acting together, bargain with an employers' association over wages and working conditions for an entire industry. The contracts...

  • Labor-management cooperation: Is management ready? Herrnstadt, Owen E. // Labor Law Journal;Oct95, Vol. 46 Issue 10, p636 

    Mutual trust and respect between labor and management are required before most workplace cooperation programs can be successful. Building trust with labor means that management must respect unions by recognizing the importance and value of the entire concept and framework of collective...

  • Employer-Promulgated Arbitration: Non-Statutory Application. Gruenberg, Gladys W. // Labor Law Journal;Aug96, Vol. 47 Issue 8, p508 

    The usual human resource management cites the danger of losing control over decision making on matters of wages, hours, and working conditions. Many employers equate arbitration with outside interference, akin to unionization without the limitations of a collective bargaining agreement. But that...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics