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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.
Provides the first major effort to test the rules and regulations that underlie current practices in union elections and, at the same time, explores the role played by the National Labor Relations Board in regulating these elections. The book reports the findings of an empirical field study of thirty-one union representation elections involving over 1,000 employees to determine their pre-campaign attitudes, voting intent, actual vote, and the effect of the campaign on voting. It focuses on campaign issues, unlawful campaigning, working conditions, demographic factors, job-related variables, and other topics.
How would a typical American workplace be structured if the employees could design it? According to Richard B. Freeman and Joel Rogers, it would be an organization run jointly by employees and their supervisors, one where disputes between labor and management would be resolved through independent arbitration. Their groundbreaking book--based on the most extensive workplace survey of the last twenty years--provides a comprehensive account of employees? attitudes about participation, representation, and regulation on the job. More than anything, the authors find, workers want their voices to be heard. They desire a greater role in the workplace (but doubt management's willingness to share power), and have strong ideas about how their involvement could improve not just their lot but also their companies? fortunes. Many nonunion workers favor the formation of unions, and virtually all union workers strongly support their union. Most employees support the creation of labor-management committees--to which workers would elect their representatives--to run the organization and settle conflicts. And, contrary to commonly held assumptions, workers (including those in unions and those wishing to be) do not like dissension with their supervisors; they overwhelmingly prefer cooperative relations. The authors also report on the views of the supervisors, who confirm their wish to retain exclusive authority to make decisions, but demonstrate a willingness to listen more actively to labor's concerns by giving employees a more substantial voice on advisory committees. Freeman and Rogers present their findings within a broader picture of the evolving structure of labor and management in the United States. Their detailed description of their survey--how it was constructed and conducted--provides a model for workplace research in our time. And the results allow the voices of employees to be heard on matters profoundly affecting their jobs, their lives, and, ultimately, the state of the American economy.
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.
Organizing Matters demonstrates the interplay between two distinct logics of labour’s collective action: on the one hand, workers coming together, usually at their place of work, entrusting the union to represent their interests and, on the other hand, social bargaining in which the trade union constructs labour’s interests from the top down. The book investigates the tensions and potential complementarities between the two logics through the combination of a strong theoretical framework and an extensive qualitative case study of trade union organizing and recruitment in four countries – Austria, Germany, Israel and the Netherlands. These countries still utilize social-wide bargaining but find it necessary to draw and develop strategies transposed from Anglo-American countries in response to continuously declining membership.
The first book to provide a comprehensive examination of nonunion industrial relations -- its definition and parameters, and the causes and factors that led to the nonunion reality. Beyond Unions and Collective Bargaining focuses on labor relations in the private -- sector labor market, which accounted for about 90% of the sector at the end of 1999. Troy discusses with clarity and authority the transformation in the United States from the organized to the private labor market. Within a two-part format, Troy first deals with the manifold historical conditions that set the stage for the competitive nonunion alternative and then addresses the all-important question, "What makes the nonunion system work?"
Summarizing the critical changes affecting labor relations in the global marketplace, this comprehensive text outlines problems and provides strategies for success in the dynamically evolving work environment. Blending description, analysis, and empirical research into a thorough overview of the field, the authors discuss court decisions and collective bargaining and labor relations at all levels of government. In addition to a compendium of research resources, this classroom-friendly edition includes more new case studies illustrating key examples. The third edition retains the successful features of previous editions and combines expertise from both academic and professional perspectives.
First published in 1997, the U.S. labor movement has suffered from membership decline during the post-World War era. Between 1945 and 1994, the percentage of unionized workers in the non-agricultural labor force has steadily declined from 35.5% to 15.5% (U.S. Bureau of Labor Statistics, 1995). The size of the labor movement is critical to an understanding of the role in society of collective bargaining. This study investigates how socioeconomic status divisions within the working class affect worker dispositions to unionize.
This work explores three key topics in social psychology: the manner in which labor unions shape organizational behavior, a relationship which has been effectively ignored in the literature; the organization of the union itself, a fascinating test case for the organizational psychologist; and the way in which theories and methods of organizational psychology may assist labor organizations in achieving their goals. Since the union maintains unique characteristics of democracy, conflict, and voluntary participation within a larger organization, the authors offer a detailed study of a union's dynamics, including demographic and personality predictors of membership, voting behavior, union commitment and loyalty, the nature of participation, leadership styles, collective bargaining, among other topics. This is the first book to be published in the new Industrial/Organizational Psychology Series. It will be of interest to not only industrial/organizational psychologists in industry, academia, and private and public organizations, but to graduate students in psychology departments and business schools, and to academics and professionals in business and management studying industrial relations.