Please enable JavaScript.
Coggle requires JavaScript to display documents.
EE Participation, Voice & Conflict (EE VOICE: practices designed to…
EE Participation, Voice & Conflict
CONFLICT
relationship conflict: interpersonal incompatibilities
task conflict: differences pertaining to group tasks, ideas + opinions about the task
process conflict: disagreement about who to complete task
-
EE VOICE: practices designed to give EEs a say in how orgs are run
Depth: info only <--> decisive influence
Scope: trivial vs. substantive topics
FORMS
Direct
- task-based participation
- upward problem solving
- grievance systems
Indirect
- work councils
- worker directors
- EE ownership (ESOP)
Silent
- absence
- shirking
- quits
- anti-social behaviours
FRAMEWORK: MEANINGS, PURPOSES, AND PRACTICES OF VOICE
(*DUNDON et al, 2004)
- framework had issues w/ overlap however all related to EE voice + show range of outcomes
- stressed importance of informal mechanisms
- more practices = more embeddedness
- more embeddedness requires broader set of strategic policies
MEANING:
- articulation of individual dissatisfaction
MECHANISMS:
- complaints to line mgrs/ grievance process
-
- expression of collective org
- provide countervailing source of power to mgt
- union rec. collective bargaining
-
- contribution to mgt decision-making
-
- demonstration of mutuality + co-operative relations
- achieve long term viability for org + EEs
-
ISSUES & PRACTICES
(*PETERSON & LEWIN, 2000)
- grievance rates are highest in work groups of semi-skilled EEs performing specialized wrk who undergo frequent changes in work methods
- high grievance rates in orgs with:
--> unfavourable task env't
--> aggressive/militant union leadership
--> ineffective mgt decision-making
CORRELATIONS
- availability of grievance procedure = lower turnover, longer job tenure; high productivity + greater human capital
- actual use of grievance procedure = poorer org perf; lower product quality and higher labour costs
- when grievance procedure is perceived as fair --> higher use of procedure + higher effectiveness of system
- grievants + supervisors have poorer perf immediately after settlement vs. non-grievants
What ERs should do:
- conceptualize grievance as high-involvement HR practice
- analyse procedure usage data (e.g. do grievants/supervisors have lower perf, less promos, attendance)
- assess extent which supervisors deal w/ EE democratically
- periodically survey EEs perceptions of fairness of grievance process + outcomes
- consider workforce demographics
VOICE & PARTICIPATION TODAY
(GOMEZ et al, 2010)
- union voice still remains durable
- few firms and/or EEs seek to derecognize union once it is formed
- despite decline in union voice, overall incidence of voice has remained constant
- HRM practices have displaced union voice
- workers have stopped joining unions even when they are active
- wide variety of voice regimes that go beyond "collective voice" offered by unions #