Union Participation in Plant Decision-Making

In recent years, especially since the 1959 steel strike, there has been active concern about the hardening of labor-management relations. At issue is the definition of the territory of management functions or rights that will remain outside the scope of collective bargaining. Despite the clamor and often self-serving declarations of policy by both unions and managers on this issue, little is known in a systematic way about the extent and depth of union participation in management decision-making, or about the factors involved in their variation between companies and localities. This article reports the findings of a study that compares the scope and depth of union participation in representative companies in three different economic and social settings, and which attempts to identify the factors contributing to changes in union participation and in union and management attitudes on the specific issues involved over time. In this latter respect, economic pressures as well as personal and institutional variables appear to influence shifts in the scope and depth of union participation and the underlying attitudes of the parties. (Author's abstract courtesy EBSCO.)

Business · Collective bargaining · Courtesy · Economics · Political science · Public economics · Public relations · Scope (computer science) · Labor Movements and Unions · Law · Transport and Economic Policies

• Institutional Change in Shopfloor Governance and the Trajectory of Postwar Injury Rates in U.S. Manufacturing, 1946–1970

  Open Access•David Fairris•Industrial and Labor Relations…•1998

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