The Roles of Supervisors, Employees, and Stewards in Grievance Initiation

Bemmels, Brian; Reshef, Yonatan; Stratton-Devine, Kay

doi:10.2307/2524699

Cited by 13 publications

(25 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Firstly, there is non-response bias. While our response rate is consistent with past studies of union members (Barling et al, 1990Bemmels, 1994;Bemmels, Reshef and Stratton-Devine, 1991), and the union assured us that our sample is demographically representative, we cannot rule out the possibility that our respondents were not in some way significantly different from non-respondents. For example, was it employees who reacted the most negatively to the strike that responded to our survey?…”

Section: Resultssupporting

confidence: 76%

“…Of the approximately 700 surveys that were distributed, 187 surveys were returned for an estimated response rate of 26.71%. This estimated response rate would appear to be consistent with other studies of Canadian union members, where response rates were near 30% (Barling et al, 1990 and above that of other studies using the same distribution process, where response rates were in the 18-24% range (Bemmels, 1994;Bemmels, Reshef and Stratton-Devine, 1991). The typical respondent was a 42.07 year old (sd = 8.81) female (59.6%) with 17.67 (sd = 9.56) years tenure.…”

Section: Preliminary Analysissupporting

confidence: 87%

“…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: 76%

“…The survey procedure used in this study was modified from that of Bemmels, Reshef, and Stratton-Devine (1991) and Bemmels (1994) in that we distributed surveys to the union executive of the union at their annual executive meeting. These executive members, in turn, distributed the surveys to the union members in each of their corresponding regions within the province.…”

Section: Methodsmentioning

confidence: 99%

See 3 more Smart Citations

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

Chaulk

Brown

2008

View full text Add to dashboard Cite

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.

show abstract

Section: Resultssupporting

confidence: 76%

Section: Preliminary Analysissupporting

confidence: 87%

Section: Key Measuressupporting

confidence: 76%

Section: Methodsmentioning

confidence: 99%

See 2 more Smart Citations

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

Chaulk

Brown

2008

View full text Add to dashboard Cite

show abstract

“…Following the advice of the union and the employer, we removed some of the items from the original scales used to create our key measures. This decision was consistent with other studies conducted in unionized workplaces where scales have been modified to reduce survey length (Bemmels, Reshef and Stratton-Devine, 1991), with some researchers using only single measures of employee affect in unionized settings (e.g., Fryxell and Gordon, 1989).…”

Section: Key Measuressupporting

confidence: 77%

A Special Kind of Downsizing

Stringer¹,

Brown²

2008

View full text Add to dashboard Cite

The present study investigated the impact of bumping on union member (N = 100) perceptions of job security, job satisfaction, organizational commitment, union commitment and organizational justice. Analysis revealed a negative correlation between bumping experience and organizational commitment and job satisfaction (at the .05 level). There was a similar negative relationship between bumping and both union commitment and organizational justice at the .10 level. MANCOVA found that organizational commitment and job satisfaction levels were higher for union members without bumping experience versus those with either direct or indirect bumping experience. No significant differences were found on any variable between union members who were directly involved in bumping and those who were indirectly involved.

show abstract

Complaint Handling on the Shop Floor: Cooperative Relationships and Open‐minded Strategies

Tjosvold

Morishima

Belsheim

1999

International Journal of Conflict Management

View full text Add to dashboard Cite

Managing conflicts between employees and supervisors is a critical issue in maintaining productive labor‐management relations. This study uses the theory of cooperation and competition to specify the nature of the relationship and the flexible strategies that facilitate mutually beneficial solutions to employee complaints. Results based on interviews of supervisors and union employees in a remote site in British Columbia support the hypotheses that cooperative, compared to competitive and independent, goals promote open‐minded discussions of complaints that result in efficient resolutions which benefit both supervisors and employees. Results suggested that developing cooperative goals and open‐minded negotiation skills can help supervisors and employees to create integrative solutions to shopfloor conflicts.

show abstract

The Roles of Supervisors, Employees, and Stewards in Grievance Initiation

Cited by 13 publications

References 0 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

A Special Kind of Downsizing

Complaint Handling on the Shop Floor: Cooperative Relationships and Open‐minded Strategies

Contact Info

Product

Resources

About