Strengthening Public Sector Unionism (original) (raw)
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The Role of Collective Bargaining in Public Sector Labor-Management Relationship
IJASS JOURNAL, 2024
The relationship between collective bargaining and labor-management dynamics in public sector organizations plays a pivotal role in shaping both efficiency and equity within these institutions. This research endeavors to unravel the intricate nexus between collective bargaining practices and the dynamics of labor-management relationships, with a specific focus on how these interactions influence organizational efficiency and equity in the public sector. To commence this exploration, an extensive review of existing literature will be conducted to establish a comprehensive understanding of collective bargaining mechanisms, labor-management dynamics, and their implications within public sector settings. By examining theoretical frameworks, empirical studies, and case analyses, this review aims to identify key variables and factors that contribute to the complex interplay between collective bargaining and labor-management relations. Furthermore, this research will employ a mixed-methods approach, integrating quantitative analyses with qualitative insights to provide a holistic understanding of the subject matter. Quantitative data will be gathered through surveys and statistical analyses to quantify the impact of collective bargaining agreements on various efficiency metrics, such as productivity, cost-effectiveness, and service quality, within public sector organizations. Concurrently, qualitative methodologies, including interviews, focus groups, and case studies, will be utilized to capture the nuanced dynamics of labor-management interactions and their implications for equity and fairness in the workplace. The findings of this study are expected to yield valuable insights into the mechanisms through which collective bargaining influences efficiency and equity in public sector organizations. By elucidating the relationship between collective bargaining practices and labor-management dynamics, this research aims to inform policymakers, organizational leaders, and labor representatives on strategies for fostering productive and equitable work environments within the public sector. Ultimately, the outcomes of this research endeavor hold significant implications for both theory and practice, offering actionable recommendations for enhancing efficiency and equity in public sector organizations through informed collective bargaining practices and effective management of labor relations. By shedding light on this critical nexus, this study seeks to contribute to the advancement of knowledge in the fields of public administration, labor relations, and organizational management.
American Political Science Review, 1976
Despite increased interest in public sector collective bargaining, a survey of recent attempts to build theory about the dynamics and outcomes of union-management negotiations in public organizations reveals that little progress has been made. One approach that appears fruitful is interorganizational analysis. In an interorganizational context, organizations interact with other autonomous organizations to make joint decisions that have implications for both parties and for the larger system. This study focuses on five interorganizational variables that are useful for understanding the collective bargaining process in the public sector: (1) goal divergence; (2) stability of the relationship; (3) organizational dependence; (4) conflictual behavior; (5) contractual change.From these theoretical concepts, five propositions are derived which serve as the basis for the research hypotheses. The hypotheses were tested on a sample of 60 cases drawn from a population of 535 collective bargain...
Collective Bargaining: An Analysis of Hurdles and Applicability in the Public Sector
Journal of Governance and Regulation, 2015
This article discusses the arguments against adopting collective bargaining in the public sector and its benefits. Collective bargaining in the public sector is viewed primarily as undermining democratic governance in one way and paradoxically it is seen as an essential part of democratic governance. In the former view, collective bargaining in the public sector is seen as an interference with administrative law for personal benefit to the detriment of the taxpayer. Proponents of this view argue that unionising public sector employees encourages disloyalty to the government at the expense of public welfare. In the later view, public sector collective bargaining is viewed as a fundamental human right in a pluralistic society. Advocates of this view posit that, public sector unions provide a collective voice that stimulates improvement of government services as well as sound administration of law. They also argue that, public sector collective bargaining represents public policy inter...
A Study of Governance in the Unionized Two-Year Institution
1985
A study was conducted to assess the extent to which faculty associations in two-year colleges have penetrated certain management functions or rights, to determine the impact of academic unions on traditional "faculty rights," and to develop predictors of the extent of faculty association penetration into management areas. The study involved an analysis of 184 two-year collective bargaining agreements, focusing on long-range planning, retrenchment, promotion, appointment, nonrenewal, tenure, and management rights. Study findings include the following: (1) 58% of the faculties had elected the National Education Association (NEA), and 32% elected the American Federation of Teachers (AFT); (2) for 20.6% of the sample, there had been a change in the bargaining agent; (3) faculty associations had made only modest contractual inroads in the administrative and personnel areas; (4) all of the agreements contained a managements rights clause, and nearly 70% contained strong rights statements; (5) unions in two-year colleges were less successful than those in four-year institutions in pushing into traditional personnel areas; (6) local economic, political and organizational factors played a more determining role in shaping the bargaining process for community colleges than for four-year institutions; (7) faculty rights scores for schools in the private sector were significantly higher than scores in public institutions; (8) contracts associated with the AFT were strongest with respect to safeguarding faculty rights; (9) regions with healthy economies, fewer urban centers, and an absence of traditional ethnic bonds were less likely to favor organized group action; (10) NEA and American Association of University Professors contracts reflected the highest management rights mean scores; and (11) the identity and stability of the exclusive representative was a crucial and significant variable in assessing bargaining outcomes. (LAW
Trade Union and Conflict Resolution in the Public Sector
2016
This paper discusses the review of literature related to the subject of the role of trade union in conflict resolution. It is embarked upon in order to know the position of experts and the direction of research. The literature review covers areas that include industrial relations, the trade union, conflict and conflict resolution, causes of industrial conflict in the public sector, conflict resolution mechanisms. The paper argues that Industrial conflicts expressed in lil'hatever form pose cost to all industrial relations actors. It recommends that government should engage the union early enough on all issues that may likely affect the workers. The Unions should also engage their members early enough to obtain their mandate, buy-in and understanding. Both parties should work together to resolve issues fairly, effectively and expeditiously. The paper concludes that the quality of labour-management relations in any organisation determine whether the enterprise will harness the pos...
The Changing Face of Public Employee Unionism
Review of Public Personnel Administration, 2007
Public sector union membership is thriving compared to the private sector. Moreover, public employee unions play a signifi cant role in policy making at every level of government. Yet research on public sector labor relations is sporadic and uneven, perhaps negligible. Why so? Th is article surveys the literature on public sector unionism and seeks to answer that question. Its conclusion points to a course of action for renewing interest in this seminal fi eld among public administration, management, and policy scholars.
To be or not to be Unionized: A Case Study
Eğitimde Nitel Araştırmalar Dergisi, 2023
This study aimed to shed light on how union activities should be conducted based on the views of teachers and administrators, what expectations teachers and administrators have of the union, whether these expectations are related to the core objectives of union activities or are simply intended to address personal issues or fulfill their desires, and reveal the strength or weakness of education workers' ability to act in an organized manner in Turkey. The research was planned as a holistic single case study using qualitative research methods. The study group consists of 12 participants, and among the purposive sampling methods, criterion sampling and maximum variation sampling methods were used. The interview form used in the study was designed by the researchers as a result of the literature review. The data were analyzed through content analysis. The codes and categories obtained from the interviews on union activities were grouped under four themes; the reasons for being or not being a member of a union, views on unions, positive benefits and negative practices of union activities, and suggestions on union activities. According to the collected data, recommendations have been made, including that unions should unite under a single roof and make a division within themselves at the branch level; they should exert pressure on the formation of a just, meritbased system for appointment and relocation.
Union administrative practices: A comparative analysis
Journal of Labor Research, 1998
In response to growing challenges, many labor organizations are reevaluating themselves in an effort to become more efficient and effective. Their efforts, however, are limited by their frames of reference. Seldom do unions compare practices across labor movements. To expand these frames of reference we compare union administrative practices in three countries: Canada, the United Kingdom, and the United States. Two specific areas of union administration are examined -human resource/personnel practices and strategic planning. Results from these countries are presented and analyzed to identify and explain similarities and differences.