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Study of the impact of trade unions on working conditions and labour relations in the USA - based on a comparison of unionized workers and nonunionized workers, examines wage determination, fringe benefits, wage differentials, employment security, labour productivity, etc.; discusses trade union power and incidence of corruption among trade union officers; notes declining rate of trade unionization in the private sector. Graphs and references.
The author is convinced that there is a ruling class in America today. He examines the American power structure as it has developed in the 1980s. He presents systematic, empirical evidence that a fixed group of privileged people dominates the American economy and government. The book demonstrates that an upper class comprising only one-half of one percent of the population occupies key positions within the corporate community. It shows how leaders within this "power elite" reach government and dominate it through processes of special-interest lobbying, policy planning and candidate selection. It is written not to promote any political ideology, but to analyze our society with accuracy.
Legitimacy is vital to unions. Without it, they lose political and ideological support, members, and access to funds. Gary Chaison and Barbara Bigelow use the concept of legitimacy as a lens through which to understand the steady decline in union size and influence and to suggest new strategies for union revitalization.Chaison and Bigelow relate legitimacy to five case studies: the UPS strike, the organization of clerical workers at Harvard, the AFL-CIO associate membership campaign, the fight against NAFTA, and the Massachusetts Nurses Association Campaign for Safe Care. The cases show the need for unions to move beyond pragmatic concerns and link their activities to the broader interests of their constituencies, demonstrating not only that they offer something tangible in return for support (pragmatic legitimacy) but also that they are doing the right thing (moral legitimacy).Chaison and Bigelow's work has practical implications for the management of unions' core activities—organizing, collective bargaining, and political action.
The author, an industrial psychologist/management consultant, discusses using Management by Objectives to make unions unnecessary just as it achieves objectives relating to sales, profits and return on assets. In developing strategies to stay union-free, readers will find out how to take a ``win-win" approach in dealing with employee attitudes, value systems, job design, growth opportunity and advancement, equal employment opportunity and pay and benefits. An extensive appendix includes self-audits, checklists and surveys to help set up objectives and systems.
We examine employees' experiences of exercising voice in a large non-union US multinational plant. We find that a majority of those who took action to address a problem reported an unsatisfactory outcome and that experiencing problems at work and taking action are associated with more positive employee attitudes to unions.