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Monograph comprising readings on employees attitudes to their employment and work ethics in the USA - covers problems of boredom, alienation and lack of job satisfaction, particularly in assembly line work, and presents the attitudes of young workers, trade unions, the woman worker and the working class, etc.
USA. Report comprising the findings of a survey of employees attitudes towards trade unions - examines motivational patterns of trade unionization (incl. In respect to nonmanual workers), the responsiveness of unions to workers' needs, effects of union membership on employment security, wages and fringe benefits, improved working conditions, etc., analyses voting preferences during elections among nonunionized workers, and discusses implications for the labour movement and trade union management. References and statistical tables.
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.
Paul F. Clark believes union leaders should take advantage of the valuable discoveries made in behavioral science, and, in "Building More Effective Unions," he offers a straightforward account of how they can do so. The second edition provides an updated discussion of important lessons behavioral science holds for labor organizations. It also provides new examples of how unions and their leaders have benefited from putting the principles outlined in the first edition into practice.
Many people believe that industrial relations have been transformed. For some, current developments are the result of new human resource management techniques which have overcome adversarial workplace traditions. For others, old attitudes remain, their expression stifled by vigorous competition in product and labour markets. Willing Slaves? explores these competing claims. It shows that managers have come to question past approaches to employee relations. Nowadays they believe that 'winning workers' hearts and minds' is a crucial part of successful management. Equally, however, managers have not yet found ways to make their new ideas work well. Workers continue to place little trust in management, inefficient working practices persist, and attempts to build a 'new industrial relations' have fallen short of the mark. Willing Slaves? concludes by arguing that the best way forward is for organisations to commit themselves to long term labour relations policies which enable workers to participate in management decision-making.