Quality of work life: some unintended effects on the seniority tradition of an industrial union

Article Abstract:

The unintended effects of a quality of work life program are examined. The data were drawn from employees at a metals processing plant in the midwestern United States. The workers at the plant were interviewed twice, at the start of the quality of work life program and 18 months later. The results of the survey indicate that while many of the desired effects of the quality of work life program were achieved, low seniority workers benefited more from the program than older workers. In some cases high seniority workers experienced negative effects from the program. The causes of these negative effects are discussed, and guidelines for avoiding these effects are proposed.

Analysis, Organizational behavior, Quality of work life, Employee seniority, Seniority, Quality circles

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Participative decision making: comparing union-management and management-designed incentive pay programs

Article Abstract:

Results of a study, which surveyed 664 data transcribers at a total of five sites, compared decision-making programs, related to pay-incentives, that were designed in cooperation with management and unions, and programs that were designed by management alone. The results show that the cooperatively designed programs were perceived as more responsive to problems, more satisfying, more motivating, and more equitable than programs designed by management alone.

Decision-making, Decision making, Management, Participatory management, Labor-management committees

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