Increasing citizenship behavior within a labor union: a test of organizational justice theory

Article Abstract:

A quasi-experiment was used to determine whether training union officers in the skills necessary for implementing principles of organizational justice would increase citizenship behavior on the part of members of a labor union in Canada. The results showed that 3 months after training, the perceptions of union fairness among members (n=83) whose leaders were in the training group were significantly higher than among members (n=69) whose leaders were in the control group. Factor analysis found that citizenship behavior had 2 dimensions: behavior supporting the union as an organization (OCBO) and behavior supporting union brothers and sisters (OCBI). Peer assessments revealed that citizenship behavior on both dimensions was significantly higher among union members whose leaders were trained than among members whose leaders were not trained. Perceptions of fairness were found to mediate the relationship between training and OCBO but not OCBI. (Reprinted by permission of the publisher.)

Labor organizations, Labor Unions, Labor Unions and Similar Labor Organizations, Canada, Labor relations, Training, Justice, Administration of, Administration of justice, Organizational behavior

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Self-management training for increased job attendance: a follow-up and a replication

Article Abstract:

Determined the long-term effects of self management training given to 20 unionized state government employees to increase their job attendance in a 6-month and a 9-month follow-up study. A repeated measures analysis of variance revealed that enhanced self-efficacy and increased job attendance were effectively maintained over time. Perceived self-efficacy at the end of training predicted subsequent job attendance. The control group (n = 20) was then given the same training in self-management by a different trainer. Three months later, this group showed the same positive improvement as the original training group with regard to increased self-efficacy and job attendance. These findings lend support to self-efficacy based theory of job attendance. (Reprinted by permission of the publisher.)

Worker absenteeism, Absenteeism (Labor), Job satisfaction

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Application of social learning theory to employee self-management of attendance

Article Abstract:

Training in self-management was given to 20 unionized state government employees to increase their attendance at the work site. Analyses of variance revealed that compared to a control condition (n=20), training in self-regulatory skills taught employees how to manage personal and social obstacles to job attendance, and it raised their perceived self-efficacy that they could exercise influence over their behavior. Consequently, employee attendance was significantly higher in the training than in the control group. The higher the perceived self-efficacy, the better the subsequent job attendance. These data were significant at the .05 level. (Reprinted by permission of the publisher.)

Psychological aspects, Industrial efficiency, Economic efficiency, Social learning

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