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Labor-management cooperation: Antecedents and impact on organizational performance

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  • Stephen J. Deery
  • Roderick D. Iverson
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    Abstract

    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. (Free full-text download available at http://digitalcommons.ilr.cornell.edu/ilrreview/.)

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    Bibliographic Info

    Article provided by ILR Review, Cornell University, ILR School in its journal ILR Review.

    Volume (Year): 58 (2005)
    Issue (Month): 4 (July)
    Pages: 588-609

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    Handle: RePEc:ilr:articl:v:58:y:2005:i:4:p:588-609

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    Cited by:
    1. 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.
    2. Arne Nygaard & Harald Biong, 2010. "The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance," Journal of Business Ethics, Springer, vol. 97(1), pages 87-108, November.
    3. Nicole Torka & Jan Kees Looise & Stefan Zagelmeyer, 2011. "Ordinary Atypical Workers, Participation within the Firm and Innovation: A Theoretical Endeavor and Empirical Outlook," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 22(3), pages 221-239.

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