Suchergebnisse

Union bargaining strength has declined signifi cantly in recent years. New problems, particularly automa tion, have arisen which pose difficult, almost insurmountable tasks for unions. Union officers, both paid and unpaid, seem to be losing their vigor and sensitivity. Idealistic motivation of union activity seems to be on the decline and petty corrup tion increasingly the norm. The membership is apathetic or divided on crucial issues. Management is on the offensive and seems to be acquiring a new sense of sureness in dealing with labor relations. It has been winning more and more grievance cases and has reduced the incidence of wildcat strikes and other forms of unofficial job activity. First-line supervisors have become more and more successful in raising production stand ards and eliminating excontractual employee benefits. Wide spread unemployment and the threat of automation have strengthened management's hand all the way.

Union bargaining strength has declined signif'ly in recent yrs. New problems, esp automation, have arisen, which pose difficult, almost insurmountable tasks for unions. Union officers, both paid & unpaid, seem to be losing their vigor & sensitivity. Idealistic motivation of union activity seems to be on the decline, & petty corruption increasingly the norm. The membership is apathetic, or divided on crucial issues. management is on the offensive, & seems to be acquiring a new sense of sureness in dealing with labor relations. It has been winning more & more grievance cases, & has reduced the incidence of wildcat strikes & other forms of unofficial job activity. First-line supervisors have become more & more successful in raising production standards & eliminating excontractual employee benefits. Widespread unemployment & the threat of automation have strengthened manag's hand all the way. AA.

This book, the first on industrial relations research methods, comes at a time when the field of industrial relations is in flux and research strategy has become more complex and varied. Research that once focused on the relationship between labor and management now involves a wider range of issues. This change has raised a number of key questions about how research should be done. The contributors represent four countries and a range of fields, including economics, sociology, psychology, law, history, and industrial relations. They identify distinctive research strategies and suggest approaches that might be appropriate in the future. Among their concerns are the relative value of qualitative and quantitative methods, of using primary and secondary data, and of single versus multimethod techniques