Organizational Bonds and Union Militancy. Technical Report No. 14 [electronic resource] / Robert Dubin.
In analyzing employee militancy expressed through employee unions, the various employee attachments to work were examined. The established attachments were then used as a basis in building a model illustrating the relationship between the individual attachments to work and the collective action of w...
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| Format: | Electronic eBook |
| Language: | English |
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[S.l.] :
Distributed by ERIC Clearinghouse,
1972.
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MARC
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| 100 | 1 | |a Dubin, Robert. | |
| 245 | 1 | 0 | |a Organizational Bonds and Union Militancy. Technical Report No. 14 |h [electronic resource] / |c Robert Dubin. |
| 260 | |a [S.l.] : |b Distributed by ERIC Clearinghouse, |c 1972. | ||
| 300 | |a 34 p. | ||
| 500 | |a ERIC Document Number: ED097447. | ||
| 500 | |a Sponsoring Agency: Office of Naval Research, Arlington, VA. Personnel and Training Research Programs Office. |5 ericd. | ||
| 520 | |a In analyzing employee militancy expressed through employee unions, the various employee attachments to work were examined. The established attachments were then used as a basis in building a model illustrating the relationship between the individual attachments to work and the collective action of workers in union-management relations. From analysis of the model, it was concluded that: (1) the development of modern managerial paternalism may be a significant means by which to minimize union militancy; (2) most managerial practice, as it relates to workers, is designed to broaden the number of sources of attachment to work; (3) the degree of union militancy in unions with collective bargaining functions is dependent upon their limited concentration on features of the collective agreement; (4) only a limited number of issues can effectively be the object of militant action, and (5) union militancy declines when collective bargaining is institutionalized. This approach, whereby the nature and sources of participant attachment to organizations is examined as a feature of organizational theory relevant to the bargaining process, supplements other kinds of analysis of collective bargaining and union militancy. (AG) | ||
| 650 | 1 | 7 | |a Collective Bargaining. |2 ericd. |
| 650 | 0 | 7 | |a Employer Employee Relationship. |2 ericd. |
| 650 | 0 | 7 | |a Interaction Process Analysis. |2 ericd. |
| 650 | 0 | 7 | |a Job Satisfaction. |2 ericd. |
| 650 | 0 | 7 | |a Labor Problems. |2 ericd. |
| 650 | 1 | 7 | |a Labor Relations. |2 ericd. |
| 650 | 0 | 7 | |a Models. |2 ericd. |
| 650 | 0 | 7 | |a Organizational Development. |2 ericd. |
| 650 | 1 | 7 | |a Organizational Theories. |2 ericd. |
| 650 | 1 | 7 | |a Unions. |2 ericd. |
| 650 | 1 | 7 | |a Work Attitudes. |2 ericd. |
| 710 | 2 | |a University of California, Irvine. |b Graduate School of Administration. | |
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