Abstract
There are differences in organizational architecture between union and non-union construction firms in early 1990s. The construction industry has traditionally been dominated by strong union firms. However, non-union construction firms began to emerge in the 1990s and this change caused to bring conflicts between union and non-union construction firms. This presents a unique opportunity to study employees’ attitude toward organization. This article investigates workers’ attitudes toward union and non-union construction firms in terms of organizational commitment (OC) and turnover intention. Control variables in OC and turnover intention include personal characteristics, job characteristics, group−leader relations and organizational characteristics. The study found that employees in union firms are more committed to the organization than non-union organization, but they have higher intention to job turnover although the regression coefficients of union variable in commitment and turnover intention are not statistically significant at the conventional level of significance.
Highlights
Worker attitudes toward organizations have drawn attention from scholars in organization science, organizational behavior, and industrial and organizational psychology
The survey asked questions regarding the number of layoffs, the number of construction firms worked, and incentive systems, to find out differences in organizational characteristics of union and non-union firms
The 73% of non-union firm employees worked for a single firm and 48% of union firm employees worked for a single firm
Summary
Worker attitudes toward organizations have drawn attention from scholars in organization science, organizational behavior, and industrial and organizational psychology. There are a plethora of studies on OC (Allen & Meyer, 1990; Allen & Meyer, 1996; Benkhoff, 1997; Elloy & Flynn, 1998; Gordon & Ladd, 1990; Hui, Lee, & Rousseau, 2004; Lincoln & Kalleberg, 1990; McConnell, 2006; Meyer & Allen, 1997; Tett & Meyer, 1993) These studies investigated the antecedents of OC and consequences of such commitment to a single organization. Mathieu and Zajac (1990) reviewed and conducted meta-analysis of the antecedents, correlates, and consequences of OC They found that most studies have investigated the relationships between OC and organizational structural characteristics, career enhancement opportunities, union commitment relationships, and so forth, in sampled employees from a single organization.
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
