Roads and roadblocks to dual commitment: Similar and dissimilar antecedents of union and company commitment

Sherer, Peter D.; Morishima, Motohiro

doi:10.1007/bf02685274

Cited by 50 publications

(43 citation statements)

References 29 publications

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“…Based on the counsel of the union (and to ensure that the survey was manageable), we adapted the following measures rather than using all items from the original scales. This decision is consistent with other survey research in unionized settings where scales have been modified to reduce survey length (Bemmels, Reshef andStratton-Devine, 1991, Shrerer andMorishima, 1989), with some researchers using only single measures of employee affect (e.g., Fryxell and Gordon, 1989).…”

Section: Key Measuressupporting

confidence: 80%

An Assessment of Worker Reaction to their Union and Employer Post-Strike

Chaulk

Brown

2008

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Union members (n = 187) completed surveys assessing five affective measures (organizational commitment, job satisfaction, work climate satisfaction, management satisfaction, and union commitment) following a five-month long strike. Paired t-tests (using retrospective questions where participants assessed pre and post-strike affect on a single survey) found that the strike had a negative impact on worker reactions to both their management group and their union across all five measures. The significance of this study is that the negative effects of strikes can, and do, carry over into the workplace in terms of worker affect towards their union and employer. From a theoretical perspective, these findings are consistent with the IR systems’ concept of a feedback loop and suggest that future strike research and theories should be expanded to examine issues related to worker reaction.

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Section: Key Measuressupporting

confidence: 80%

An Assessment of Worker Reaction to their Union and Employer Post-Strike

Chaulk

Brown

2008

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“…Gordon and Ladd (1990:62) suggested that workers who view the union-management relationship as positive will be more likely to engage in "irrevocable and volitional acts supportive of both union and management." This is consistent with studies that have reported increased levels of organizational commitment and union loyalty in circumstances where the industrial relations climate has been seen as harmonious (Angle and Perry 1986;Sherer and Morishima 1989). In a climate of industrial disharmony, however, it is possible that both parties could suffer a loss of attachment.…”

supporting

confidence: 89%

Labor-Management Cooperation: Antecedents and Impact on Organizational Performance

2005

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This study examines the antecedents and outcomes of labor-management cooperation. Data were drawn from 305 branches of a large unionized Australian-based multinational banking organization. The authors find that perceptions of a cooperative labor relations climate were positively influenced by procedural justice, the union's willingness to adopt an integrative approach to bargaining, and management's willingness to share information freely with the union. The findings also indicate that a cooperative labor-management relationship contributed to higher productivity and improved customer service. In addition, organizational commitment was found to have a positive effect on branch-level productivity and customer service, and union loyalty was associated with lower absenteeism.

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“…The findings of Sherer and Morishima (1989) and Bemmels (1995) showed more variety in the pattern of the relationship between the determinants and each of the two commitments. Sherer and Morishima found that while work-related variables are usually related to organizational commitment and not to union commitment, variables that represent other factors such as external market and industrial relations may be related to both commitments.…”

Section: Correlates Of Dual Commitmentmentioning

confidence: 93%

Dual Commitment to the Organization and the Union

Cohen¹

2006

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This study examines the multi-dimensional nature of the dual commitment to the organization and the union. Most research that has examined this concept has used only one dimension for each commitment. The most established, multi-dimensional scales of organizational and union commitment were examined in their relationship to work and union correlates. The participants were 489 members (a 65% response rate) of the Union of Nurses in Israel. The findings showed that while affective commitment and union loyalty are related to the correlates examined here, the additional dimensions added significant variance to the results already explained by affective commitment and union loyalty. For example, normative commitment is related to four correlates and the variable “willingness to work for the union” is also strongly related to the correlates. The study concluded that utilizing only one dimension to examine each commitment might result in the loss of valuable information on dual commitment.

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Roads and roadblocks to dual commitment: Similar and dissimilar antecedents of union and company commitment

Cited by 50 publications

References 29 publications

An Assessment of Worker Reaction to their Union and Employer Post-Strike

An Assessment of Worker Reaction to their Union and Employer Post-Strike

Labor-Management Cooperation: Antecedents and Impact on Organizational Performance

Dual Commitment to the Organization and the Union

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