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Labor-Management Tension and Partnership: Where Are We? What Should We Do?
Abstract and Figures
In spite of the fact that labor-management partnership is a backdrop for everything
that is going on in governments at all levels, little has been discussed about
how this labor-management tension occurs and how it could be overcome. This
paper starts with an assumption that a harmonious labor-management relation is
the key to achieving the goals of reinventing government at all levels. Based on
group attribution theory, this paper seeks to examine what causes the labor-management
tension and to suggest a way to achieve partnership by reducing the tension
between labor and management.
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... Researcher posits that employee trust is crucial for orgnizational innovation, labor management team based performance, (Serva, Fuller, and Mayer 2005;Gabris et al. 2000;Holzer and Lee 1999 ;Lawler 1992;Taylor 1989). As such, trust assumes an essential part in establishing frameworks for enhancement of productivity in any organization. ...
In global era, business and economies are experiencing continuous revision due to lack of knowledge and intangible resources. Now a day, to attain competitive advantage in knowledge based economies, organization is using different techniques to manage employee knowledge. This study examines the impact of knowledge sharing tool on organizational innovation by using mediating role of job satisfaction and organization commitment and to test this relationship through empirical in the context of Pakistan. Convenient sampling technique is used to collect data from the 400 teachers of public universities, through survey questionnaire. Results shows that Knowledge sharing tools have positive impact the organizational innovation. Moreover, the findings also confirm that job satisfaction and organization commitment mediate the relationship among knowledge sharing tools and organizational innovation. Moreover, employee trusts along with organization commitment and job satisfaction encouraging the innovation behavior. This research contributed in theoretical and practical by considering trust as a knowledge sharing tool influence on organization innovation with mediation analysis of job satisfaction and organization commitment. Comparative study may be conducted in future from public and private university
... Researcher posits that employee trust is crucial for orgnizational innovation, labor management team based performance, (Serva, Fuller, and Mayer 2005;Gabris et al. 2000;Holzer and Lee 1999 ;Lawler 1992;Taylor 1989). As such, trust assumes an essential part in establishing frameworks for enhancement of productivity in any organization. ...
While arguing that employee trust, along with employee commitment, is key to encouraging innovative behaviors among employees, this study presents a comprehensive model to explain factors affecting innovative behavior among Korean public employees. Using a sample of public employees in South Korea, this study finds that, contrary to conventional wisdom, employee trust is based on the trustee’s some stereotypic beliefs about the trustor and that trust and commitment at both the group and organizational level have stronger effects on innovative behavior than at the individual level. In particular, innovation is likely to be maximized when Korean public employees show a high level of trust in co-worker group, because of the group-based organizational culture in Korea. Findings suggest that managers need to create an affective atmosphere in which the relationship between the trustor and the trustee is tied with positive stereotypic beliefs to encourage innovation in an organization and that the trustees must go beyond the fairness issue in performance evaluation.
Originally published in 1966 the author challenges the accepted theories of group conflict of the time, such as frustration and maladjustment. For him conflict and its accompanying aggressiveness are features of interaction between groups and he supports this theory with a detailed experimental study of controlled groups. At the time of publication, Dr Otto Klineberg, Director of the International Centre for Intergroup Relations at the Sorbonne wrote: 'Social scientists everywhere owe a great debt of gratitude to Professor Sherif. The distinguished series of publications for which he and his co-workers are responsible have an honoured place in our libraries. In particular, his contributions to the field of intergroup relations are outstanding; his concept of "superordinate goals", based on a combination of theoretical insight and brilliant experimentation, has become a household word for those concerned with this significant problem. In his new volume, Group Conflict and Co-operation, he carries his analysis much further, not only describing the results of several original investigations, but also building a theoretical appraisal of an extensive research literature. The author has made still another significant contribution toward a better understanding of one of the most complex and disturbing phenomena of our time.'
This chapter presents implications for creations and reduction of intergroup bias. It presents the observation that persons organize their social environment by categorizing themselves and others into groups. Categorization serves two functions, enables to simplify the present social environment and to predict future social behavior. Although reliance on categories is efficient, there is a risk error when using a category based on phenotypic similarities to infer genotypic properties. (Thus, members of a group may share similar opinions on matters relevant to the group but that similarity may not reflect an underlying similarity of motives or dispositions.) Categorizing others into ingroups and outgroups produces a set of consistent and quite logical effects, including assumptions of similarity within and dissimilarity between groups, assumed homogeneity of the outgroup, and overreliance on information that supports these assumptions. Further, categorization leads to intergroup comparisons and ingroup favoritism over outgroups even when no obvious justifications are present for bias.
Preface. Acknowledgements. 1. Introduction. 2. Classic Theories of Causal Attribution 3. Attribution Theory and Research: Fundamental Questions. 4. Intra-personal Attribution: Causal Logic, Cognitive Processes and Knowledge Structures. 5. Interpersonal Attribution: From Social Interaction to Close Relationships. 6. Intergroup Attribution: Social Categorization and Its Consequences. 7. Societal Attribution: Collective Beliefs and the Explanation of Societal Events. 8. Conclusion. References. Author and subject indexes.
Introduction: participation, joint management and integrative bargaining. Part 1 A proposal for jointly managed organizations: the roots of joint management principles for designing and operating the parallel organization the structure of the parallel organization the process of integrative bargaining jointly managed workplaces - four examples. Part 2 The dynamics of jointly managed organizations: redesigning processes for planning and controlling gaining power by giving up control dealing with conflict and competition. Part 3 Individuals in jointly managed organizations: individual needs, attitudes and behaviours motivating managers and workers leaders who empower people. Part 4 Groups in jointly managed organizations: how groups become teams action teams - linking planning and implementation planning teams - reconciling workplace interest groups autonomous work teams - merging the parallel and the primary organizations. Part 5 Special skills for implementing joint management: interpersonal and communication skills problem-solving skills proposal writing skills. Part 6 Creating equity and incentives: job and performance evaluation systems productivity gain sharing employee ownership. Part 7 Applying joint management thinking: extending the bargaining structure - roles for management and unions how management must change to make joint management work how labour must change to make joint mangement work. Part 8 The social impact of jointly managed, participative organizations: people and productivity joint management and social policy.