Abstract
In recent years there has been a growing interest in the impact of co‐operative union–management relations on firm performance and organizational outcomes such as employee turnover and absenteeism. This paper seeks to identify the factors that affect the development of a co‐operative industrial relations climate and analyses the effects of that climate on organizational and union allegiance and on employee attendance behaviour. The data are drawn from a study of a large automotive manufacturer in Australia. The results indicate that a positive union–management relationship is associated with higher levels of work attendance. Moreover, this outcome is consistent with the presence of strong and effective unionism at the workplace.
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