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Institutional Pressures, Human Resource Strategies, and the Rise of Nonunion Dispute Resolution Procedures

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  • Alexander J.S. Colvin

Abstract

The author investigates factors influencing the adoption of dispute resolution procedures in the nonunion workplace. Various explanations are tested using data from a 1998 survey of dispute resolution procedures in the telecommunications industry. The results suggest that both institutional pressures and human resource strategies are factors driving the adoption of nonunion procedures. Among institutional factors, rising individual employment rights litigation and expanded court deferral to nonunion arbitration have led to increased adoption of mandatory arbitration procedures in the nonunion workplace. At the same time, an older institutional factor—union substitution by nonunion employers aimed at avoiding union organizing—continues to inspire the adoption of nonunion dispute resolution procedures, especially peer review. Finally, the results provide some support for a link between the use of high performance work systems and the adoption of nonunion dispute resolution procedures.

Suggested Citation

  • Alexander J.S. Colvin, 2003. "Institutional Pressures, Human Resource Strategies, and the Rise of Nonunion Dispute Resolution Procedures," ILR Review, Cornell University, ILR School, vol. 56(3), pages 375-392, April.
    • Handle: RePEc:sae:ilrrev:v:56:y:2003:i:3:p:375-392
    DOI: 10.1177/001979390305600301
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    References listed on IDEAS

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    Cited by:

    1. Ariel C. Avgar & Alexander J. S. Colvin & Harry C. Katz & Katrina G. Nobles, 2023. "A fragmented and heavily privatized dispute resolution system: The United States," Industrial Relations Journal, Wiley Blackwell, vol. 54(4-5), pages 304-320, July.
    2. John W. Budd & Alexander J. S. Colvin, "undated". "Balancing Efficiency, Equity, and Voice in Workplace Resolution Procedures," Working Papers 0105, Human Resources and Labor Studies, University of Minnesota (Twin Cities Campus).
    3. Mark D. Gough, 2018. "How Do Organizational Environments and Mandatory Arbitration Shape Employment Attorney Case Selection? Evidence from an Experimental Vignette," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 57(4), pages 541-567, October.
    4. Alexander J. S. Colvin, 2013. "Participation Versus Procedures in Non-Union Dispute Resolution," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 52, pages 259-283, January.
    5. William K. Roche & Paul Teague, 2011. "Firms and Innovative Conflict Management Systems in Ireland," British Journal of Industrial Relations, London School of Economics, vol. 49(3), pages 436-459, September.
    6. Ronald L. Seeber & David B. Lipsky, 2006. "The Ascendancy of Employment Arbitrators in US Employment Relations: A New Actor in the American System?," British Journal of Industrial Relations, London School of Economics, vol. 44(4), pages 719-756, December.
    7. Paulo Marzionna, 2023. "Is this workplace bullying? How ideas about conflict shape conflict management strategies," British Journal of Industrial Relations, London School of Economics, vol. 61(2), pages 366-391, June.

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