Strikes: The Issue of Social Responsibility

Chermesh, Ran

doi:10.1111/j.1467-8543.1979.tb00959.x

Cited by 4 publications

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“…The determinants of advantageous strike settlements have received only scant attention in past research. Though several studies have assessed strike settlements, they have evaluated only the economic costs and benefits of such settlements either in a specific industry (e.g., Ackerman, 1979;Hameed, 1976), for given employers (e.g., Chermesh, 1979;Creigh, 1979), or for groups of em-ployees (Eaton, 1972). Economists usually regard strikes as a mechanism forcing the parties to reach equilibrium in wage negotiations (Rabinovitch & Swary, 1976).…”

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“…Thus a mediator's involvement was expected to have a positive effect on the criterion, especially if the involvement was considered helpful by management's representatives (Hypothesis 3). Management's success in keeping the struck plant in operation during the strike is known to decrease both its economic losses and its willingness to make concessions toward a settlement (Chermesh, 1979). Consequently, it was hypothesized that the more successful management is in keeping the struck plant in operation, the greater the perceived advantageousness (Hypothesis 4), Several studies in the strike literature suggest that after the first couple of weeks, the costs of continuing a strike rise more steeply for management than for union members (Chamberlain & Schilling, 1954;Hyman, 1977;Imberman, 1979).…”

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Strike characteristics as determinants of strike settlements: A chief negotiator's viewpoint.

Shirom¹

1982

Journal of Applied Psychology

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The bargaining literature suggests that management that perceives a strike settlement as advantageous to itself will be reinforced in resorting to strategies conducive to this particular settlement in the future. In this study management perceptions of advantageous settlements of strikes were predicted by the extent to which the struck plant was kept in operation, the extent to which a mediator was involved, frequency of strikes in the plant in the past, the duration of the strike, and its breadth. Data were collected from 51 chief management negotiators, each reporting on a strike in which more than 100 employees participated. Past frequency, duration, and a mediator's involvement turned out not to be significant as predictors. The management's perception of strike settlement as advantageous was found to be positively affected either by large breadth of the strike (i.e., more than 250 strikers) or by the management's success in keeping the plant in operation during the strike. The results indicate that management's power to resist strikes by operating the struck plant is a significant predictor, explaining 21% of the variance of the criterion. The findings cast doubt on the notion that unions are successful in identifying as strike targets employers who are vulnerable to the costs imposed by a strike. The implications of these findings for management spokespersons' future behavior in strike situations are discussed.Strikes maybe viewed as social psychological processes in which the characteristics of the employee-management interactions determine their outcomes (Nicholson & Kelly, 1980). A strike represents a highly competitive situation wherein at least two alternative solutions to a distributive conflict, one upheld by management and the other advocated by a union, vie for prominence, The bargaining literature suggests that under such circumstances, the occurrence of bargaining behaviors in which offers are matched by counteroffers is unlikely and in general concession-making behaviors are seriously disrupted (Magenau & Pruitt,

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Strike characteristics as determinants of strike settlements: A chief negotiator's viewpoint.

Shirom¹

1982

Journal of Applied Psychology

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The Aftermath of Strikes from the Perspective of Chief Negotiators

Shirom¹

1982

Conflict Management and Industrial Relations

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Strike costs and public policy

Enderwick

1982

J. Pub. Pol.

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Strike costs provide incentives for bargaining parties to seek agreement by effective negotiation. To perform this role efficiently both the magnitude and distribution of such costs are crucial. Despite the apparently low aggregate costs of strikes the extreme concentration of stoppages indicates that costs may be sufficient. The burden of such costs appears inefficient in certain situations. In such cases government intervention may be required. Impending legislative changes in Britain contribute little to strike containment and are likely to manifest their effect in bargaining outcomes as opposed to the bargaining process. Increases in the strike costs suffered by one side in wage negotiations serve only to increase the relative bargaining power of the other side. Reductions in state subsidies to the strike costs suffered by labour appear more effective as a device for controlling wage growth than strike activity. A poor level of understanding of the strike process makes this an area where public policy must incorporate gradualism and pragmatism.

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Strikes: The Issue of Social Responsibility

Cited by 4 publications

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Strike characteristics as determinants of strike settlements: A chief negotiator's viewpoint.

Strike characteristics as determinants of strike settlements: A chief negotiator's viewpoint.

The Aftermath of Strikes from the Perspective of Chief Negotiators

Strike costs and public policy

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