Union Effects On Managerial and Employee Perceptions of Employee Relations in Britain
AbstractThis paper uses matched employer-employee data from the 1998 Workplace Employee Relations Survey (WERS98) to estimate influences on managerial and employee perceptions of the employee relations climate. Both the strength and direction of union effects differ according to the nature of the union and employer responses to it. Employee and employer perceptions of climate differ according to the strength of the union, bargaining arrangements adopted, and managerial attitudes to union membership. Employees' perceptions of climate are also strongly associated with employees' perceptions of union effectiveness.
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Bibliographic InfoPaper provided by Centre for Economic Performance, LSE in its series CEP Discussion Papers with number dp0494.
Date of creation: Apr 2001
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Web page: http://cep.lse.ac.uk/_new/publications/series.asp?prog=CEP
Trades unions; industrial relations climate; employee relations; matched employer-employee data;
Find related papers by JEL classification:
- J51 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Trade Unions: Objectives, Structure, and Effects
- J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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- Battisti, Giuliana & Iona, Alfonsina, 2009. "The intra-firm diffusion of complementary innovations: Evidence from the adoption of management practices by British establishments," Research Policy, Elsevier, vol. 38(8), pages 1326-1339, October.
- Alex Bryson & Rafael Gomez & Tobias Kretschmer, 2005. "Catching a Wave: the Adoption of Voice and High Commitment Workplace Practices in Britain: 1984-1998," CEP Discussion Papers dp0676, Centre for Economic Performance, LSE.
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