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|Title:||An Analysis of Union-Management Ideological Frames of Reference in Labor Negotiations|
|Author(s):||Wolters, Roger Sterling|
|Department / Program:||Labor and Industrial Relations|
|Discipline:||Labor and Industrial Relations|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Subject(s):||Business Administration, Management|
|Abstract:||The major purpose of this study was to provide a theoretical and empirical analysis of the nature and effects of union-management (U-M) ideological frames of reference in labor negotiations. A U-M ideological frame of reference is defined as an organization of beliefs, values, and attitudes which form a relatively permanent perceptual framework serving to shape and influence the general nature of an individual's behavior in the area of U-M relations. In general, individual union or management members tend to adopt over time the ideological frame of reference of their respective peer or reference groups as a result of their relevant socializing experiences. U-M ideology functions as an important part of a union or management member's general perceptual and interpretive framework used to attach meaning to experiences encountered in everyday life.
The research design utilized both semantic differential and antecedent-consequent data to provide an empirical description of both union and management ideologies concerning labor relations in the United States. The use of field research and laboratory study methods, practitioner and business student respondents, and both perceptual and actual (concrete) measures of bargaining outcomes provided some unique insights into the effects of U-M ideology on bargaining outcomes.
Data results indicated significant differences between the ideological frames of reference of union and management representatives with differences occurring in the expected direction. Of particular importance were beliefs concerning the legitimacy of unions, union security, the right to engage in or continue work operations during a legal strike/boycott, management rights, and the use of seniority in personnel decision-making. Some similarities in beliefs were also found to exist. Business students' U-M ideology tended to fall in between the beliefs of union and management groups and were in many cases significantly different from either practitioner group.
The degree of shared U-M ideology between the bargainers was found to affect both bargainers' perceptions of success and actual level of achieved success in various bargaining subprocesses (e.g., distributive). Regression analysis data also indicated the potential usefulness of specific U-M beliefs as independent predictors of union and/or management bargaining success.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1981.
|Date Available in IDEALS:||2014-12-16|
This item appears in the following Collection(s)
Dissertations and Theses - Labor and Employment Relations
Graduate Dissertations and Theses at Illinois
Graduate Theses and Dissertations at Illinois