Self-interests and group-interests in employee involvement programs: a case study

Article Abstract:

What happens in a unionized setting when a participatory management system is adopted? This question is examined based on a field study of a union manufacturing facility that has been operating under a gainsharing sustem for four years. As suggested by the political science literature on transforming political systems from authoritarian rule to democracies, the events resemble a complicated chess game among management, union officers, and union members pursuing their self-interests or group-interests during and after the transitional process. Although gainsharing bonuses have been minimal, the democratization of organizational cultures and relationships has generated multiple beneficial organizational and individual outcomes for management and union members. (Reprinted by permission of the publisher.)

Gain sharing

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Unionization decisions of members and nonmembers of an employee association

Article Abstract:

The determinants of intent to unionize were investigated using the responses of 405 employees of a large public university, 243 of whom were members of an employee association. Members and nonmembers indicated significantly different levels of union vote intent, general beliefs, specific beliefs, and normative pressures. They also used a different union vote decision model. General beliefs about unions appear to play a significantly greater role in unionization decision of nonmembers. On the other hand, while considering unionization, specific beliefs about unions were significantly more important for association members. Association members were less likely to vote for unionization. (Reprinted by permission of the publisher.)

Associations, Workers

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Employee involvement programs: the noninvolvement of unions revisited

Article Abstract:

We employ a person-situation interaction approach to assess the consequences for unions of not getting involved in an employee involvement (EI) program. Our results demonstrate that unions experience negative selection and program effects when they remain aloof from the EI program. Our findings, in conjunction with prior research, indicate that union leaders should resolve their uncertainty about involvement in the EI process in favor of participation. (Reprinted by permission of the publisher.)

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