Dispute Resolution in the Nonunion Firm

A Theoretical and Empirical Analysis

Datos Bibliográficos

ID6286002
AutoresDavid Lewin (0000-0001-6420-3841, Columbia University, autor de correspondencia)
Año1987
Volumen31
Número3
Páginas465-502
Fecha de publicación1987-09-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaJournal of Conflict Resolution (JOURNAL)
Identificadores de la revistaISSN: 0022-0027 • E-ISSN: 1552-8766
EditorialSAGE Publications Inc (PUBLISHER)
DOI10.1177/0022002787031003004
OpenAlexW2026020088
IdiomaEN
Citas recibidas14
Referencias citadas19

This article presents a multivariate analysis of the structure, uses, and consequences of nonunion employee appeal systems in three large U.S. companies over the 1980-83 period. Appeal system data drawn from company files are matched with personnel data to determine the effects of age, race, sex, education, occupation, and work experience on appeal system usage, types of appeal issues filed, and levels of appeal settlement. Analysis of appeal settlement data shows that the probability of an employee “winning” an appeal case increases with the level of settlement, but also that the probability of any single appeal progressing through the appeal system declines markedly with the level of settlement. Quantitative analysis of appeal settlement consequences, using an ex post facto control group design, shows that appeal filers and their supervisors-managers have significantly lower promotion rates and performance ratings and significantly higher turnover rates in the post-appeal settlement period than comparable (matched) groups of nonfilers and their supervisors-managers. Implications of these findings for due process, exit-voice, and organizational punishment theories of workplace dispute resolution are identified and discussed

Appeal · Appeal to emotion · Business · Political science · Settlement (finance · Ethics in Business and Education · Finance · Law · Law, Economics, and Judicial Systems · Regulation and Compliance Studies