The Arbitration of Grievances of Police Officers and Fire Fighters

LaVan, Helen; Katz, Marsha; Carley, Cameron

doi:10.1177/009102609302200307

Cited by 4 publications

(4 citation statements)

References 11 publications

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“…Case studies were the third most commonly used research design and accounted for about 31% of the 181 articles that we analyzed in depth. Those included the description of performance appraisal systems, practices, or correlates in selected organizations such as enforcement agencies (e.g., Cederblom & Pemerl, 2002; Cozzetto, 1990; Glen, 1990; LaVan, Katz, & Carley, 1993), local governments (e.g., Di Mascio & Natalini, 2013; Mulvaney, McKinney, & Grodsky, 2012), state governments (e.g., Cozzetto, 1991; Daley, 1983), and supranational organizations (e.g., Grøn, 2011). Finally, through our search strategy, we identified seven (about 4% of the grand total) unsystematic literature reviews on specific themes about individual performance appraisal and five studies (3%) that used a pre–posttest design.…”

Section: Performance Appraisal In Public Administrationmentioning

confidence: 99%

Cognitive Biases in Performance Appraisal: Experimental Evidence on Anchoring and Halo Effects With Public Sector Managers and Employees

Bellé

Cantarelli

Belardinelli

2017

Review of Public Personnel Administration

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A systematic literature review of performance appraisal in a selection of public administration journals revealed a lack of investigations on the cognitive biases that affect raters’ evaluation of ratees’ performance. To address this gap, we conducted two artefactual field experiments on a sample of 600 public sector managers and employees. Results show that anchoring and halo effects systematically biased performance ratings. For the former, average scores were higher when subjects were exposed to a high rather than a low anchor. For the latter, higher ability on one performance dimension led participants to provide a higher average score on another performance dimension. Halo effect was moderated by rater’s gender. We conclude by discussing the study limitations and providing suggestions for future work in this area.

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Section: Performance Appraisal In Public Administrationmentioning

confidence: 99%

Cognitive Biases in Performance Appraisal: Experimental Evidence on Anchoring and Halo Effects With Public Sector Managers and Employees

Bellé

Cantarelli

Belardinelli

2017

Review of Public Personnel Administration

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“…Case outcomes in terms of a vacatur of an award or a finding in favor of management are positively related to differences in occupations as suggested by numerous authors including Lewin (1990), Thornicroft (1989, 1992), Clark and Ogata (2006), Marmo (1986), Guffey and Helms (2001), Johnson, McKenzie & Crawley (2007), LaVan and Carley (1985), LaVan (2007b), LaVan et al. (1993), Turner(2009), and Philipsen (2008).…”

Section: Hypothesesmentioning

confidence: 97%

“…Research showing occupational differences in the arbitration process has included differences in the occupations themselves (Lewin, 1990; Thornicroft, 1989, 1992); differences related to teachers (Clark & Ogata, 2006; Marmo, 1986); IRS agents (Guffey & Helms, 2001); police, law enforcement and firefighters (Johnson, McKenzie, & Crawley, 2007; LaVan & Carley, 1985; LaVan (2007b); LaVan, Katz, & Carley, 1993); and nurses or nurse practitioners (Philipsen, 2008; Turner, 2009). Sex differences may also occur, owing to sex segregation in various occupations (Bemmels (1988a, 1988b); Biernat & Malin, 2008; Oswald & Caudill, 1991).…”

Section: Case Characteristics Related To Case Outcomesmentioning

confidence: 99%

Vacating of Arbitration Awards as Diminishment of Conflict Resolution

LaVan

Jedel

Perkovich

2012

Negotiation Conflict Man Res

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The traditional perspective about arbitration has been that the award of the arbitrator is final and binding on all parties. Generally, arbitration has resolved the conflict. However, a trend has emerged in which the losing party seeks a court as a second forum for the resolution of the dispute in order to have the decision of the arbitrator vacated. This study analyzed 101 randomly selected cases out of a population of 573 cases in which vacatur of an arbitration award was sought. In approximately 30% of these cases, the arbitration award was in fact vacated. Case characteristics, applicable laws, legally based behaviors and arbitrator behaviors were analyzed to develop an understanding of the contexts in which arbitration awards are vacated. Implications for arbitrators and the advocates are suggested.

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“…The nature of police and firefighter arbitration cases was the subject of a study by Katz and LaVan (1991); LaVan, Katz, and Carley (1993). The authors were interested in how these cases are distinctive.…”

Section: Existing Research On Police Disciplinementioning

confidence: 99%

Public Sector Employee Discipline: Comparing Police to Other Public Sector Employees

LaVan

2007

Employ Respons Rights J

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This study compares the disciplinary process for police vs. nonpolice public employees. A random sample of 200 cases was drawn from the 806 public sector discipline cases published in volumes 111-118 of Labor Arbitration Reports. Case characteristics, classification of conduct unbecoming, proposed discipline, arbitrator behavior, reasons for reversing management's penalty other than conduct unbecoming, procedural outcomes and findings were analyzed. The frequency of the finding for the employer was actually higher for police than for the nonpolice cases. Managerial actions that resulted in reversing the disciplinary penalty were not as suggested by the literature. Multivariate analyses of the case characteristics led to the conclusion that police discipline may have been distinctive from nonpolice public employee discipline in the past, but is no longer so distinctive.The contention exists that police force discipline is distinctive and more lenient that other discipline, especially that of other public sector employee. The purpose of this research is to explore that contention by analyzing discipline cases that have gone to arbitration. Arbitration is a means of settling a dispute between two parties in which the matter is decided by a third party chosen by the two disputants. The decision of the third party is binding. It is used for settling employment disputes, among other types, on subjects delineated in an employment contract. It is usually the last step in the grievance process.

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The Arbitration of Grievances of Police Officers and Fire Fighters

Cited by 4 publications

References 11 publications

Cognitive Biases in Performance Appraisal: Experimental Evidence on Anchoring and Halo Effects With Public Sector Managers and Employees

Cognitive Biases in Performance Appraisal: Experimental Evidence on Anchoring and Halo Effects With Public Sector Managers and Employees

Vacating of Arbitration Awards as Diminishment of Conflict Resolution

Public Sector Employee Discipline: Comparing Police to Other Public Sector Employees

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