Taking stock: Collective bargaining at the turn of the century
AbstractExamining data from two national surveys of matched pairs of union and management lead negotiators, the authors evaluate the current state of practice in labor relations and test several propositions related to the transformation of American industrial relations. They find that 30-40% of the parties reported that they had introduced negotiated, workplace-level innovations or engaged in strategic-level interactions-both important aspects of transformation. Also, nearly half of the parties reported experience with use of interest-based bargaining practices. At the same time, relatively few parties reported relationships that were improving, and views on the extent of change differed between labor and management. Thus, there is an identifiable path supporting the transformation process, but only a minority of bargaining relationships are moving down that path. (Free full-text download available at http://digitalcommons.ilr.cornell.edu/ilrreview/.)
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Bibliographic InfoArticle provided by ILR Review, Cornell University, ILR School in its journal ILR Review.
Volume (Year): 58 (2004)
Issue (Month): 1 (October)
Postal: 381 Ives East, Cornell University, Ithaca, NY 14853-3901
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- Hyondong Kim & Kang Sung-Choon, 2013. "Strategic HR functions and firm performance: The moderating effects of high-involvement work practices," Asia Pacific Journal of Management, Springer, vol. 30(1), pages 91-113, March.
- Mckersie, Robert B. & Eaton, Susan C. & Kochan, Thomas A., 2003. "Interest-based Negotiations at Kaiser Permanente," Working papers 4312-03, Massachusetts Institute of Technology (MIT), Sloan School of Management.
- Geraghty, Thomas M. & Wiseman, Thomas, 2008. "Wage strikes in 1880s America: A test of the war of attrition model," Explorations in Economic History, Elsevier, vol. 45(4), pages 303-326, September.
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