Labor-management Relationship Research Articles

The influencing factors of nurses' job engagement in tertiary, A grade hospitals in East China: A cross-sectional study.

To explore the effects of demographic characteristics, mental workload, and Adversity quotient (AQ) on the job engagement of nurses in East China. A quantitative and cross-sectional study. The survey collected questionnaire data on mental workload, adversity quotient, and job engagement from 473 nurses selected working in 12 Grade-A tertiary hospitals based on informed consent in East China between July 2020 and March 2021. The total score of mental workload was 78.24 ± 11.65, the adversity quotient score was 128.26 ± 15.84, job engagement score was 42.32 ± 7.79. Job engagement has a remarkable positive correlation with adversity quotient (r = 0.613, p<0.001), and a negative correlation with mental workload (r = -0.499, p<0.001). Mental workload has an apparent negative correlation with adversity quotient (r = -0.291, p<0.001). Labor-management relationship with current organization, department, study to get a degree or diploma in spare time, attitude towards a career in Nursing, attitude towards the current career position, satisfaction with marriage, social support, load feelings, self-assessment, control, and endurance could predict 70.9% of job engagement of nurses. The mental workload of nurses was higher, the AQ was at a medium level, and the job engagement of nurses was also slightly higher. Labor-management relationship with current organization, department, study to get a degree or diploma in spare time, attitude towards a career in Nursing, attitude towards the current career position, satisfaction with marriage, social support, load feelings, self-assessment, control, and endurance had predictive effects on nurses' job engagement. It is necessary to take a variety of measures according to the social-demographic characteristics, improve the adversity quotient, and evaluate the mental workload correctly, to improve the job engagement of nurses. The epidemic situation and other emergencies make the work pressure of nurses in Grade-A tertiary hospitals increase suddenly. It should pay attention to the influence of different demographic factors, and pay attention to the correct guidance of work demand-mental workload, as well as the cultivation, and improvement of job resource-AQ, which can improve the job engagement of nurses to some extent. No patient or public contribution.

Analysis of Labor Relations in Private Enterprises A Three-party Game Based on Overtime Work

At present, China has successively introduced multiple laws and regulations to prevent employees from being forced to work overtime. However, this situation is still serious in private enterprises, which has led to gradually tense labor relations. Starting from the issue of overtime, this article constructs a game model between government regulatory departments, enterprises, and employees, explores the impact of government regulation on the labor management relationship of private enterprises, and uses evolutionary games to analyze the stability of the strategies of the three parties. The result shows that there is a stable equilibrium solution in the tripartite game: private enterprises arrange employees to work overtime normally, employees take the initiative to work overtime, and the government's project management department strictly supervises them. Among them, strict supervision by labor supervision agencies plays an important role in balancing labor management relations, therefore, certain incentive measures should be given to labor supervision agencies to ensure their strict supervision; Private enterprises should strictly abide by market order, proactively reduce the burden on employees, and avoid forcing employees to work overtime excessively; Employees should maintain a good work attitude and promote the development of common interests with private enterprises.

중앙노동위원회의 재심판정에 대한 취소소송의 가구제

Whether it is an individual labor relationship or a collective labor-management relationship, these disputes have a civil legal nature, so they naturally fall under the realm of civil procedures. However, the Labor Relations Commission was established to provide quick and simple rights relief, and since the decisions of the Labor Relations Commission were in the nature of disposition, ultimately, lawsuits filed through the Labor Relations Commission fell under the Administrative Suit. Accordingly, Revocation Litigation for the National Labor Relations Commission's decision on review is formally an administrative suit that contests the illegality of the Labor Relations Commission's decision, and the Administrative Litigation Act is applied. However, in reality, it has a very unique structure in which labor law is applied in that it deals with legal disputes between workers (or trade unions) and employers. Meanwhile, under the current law, there is no system that guarantees the legal status of the plaintiff not only at the Labor Relations Commission stage but also at the Administrative Suit stage. Accordingly, cases where Provisiona relief is possible when filed through a civil procedure become impossible when filed through an Administrative Suit, making the legal status of workers unstable. Additionally, it is very difficult to meet the requirements for Suspension of Execution, which is Provisiona relief under the Administrative Litigation Act, and even if the requirements are met, there is usually no benefit in applying for Suspension of Execution for disposition of refusal. And with regard to provisional disposition, the Supreme Court does not allow provisional disposition in Revocation Litigation on the grounds that there is no provision for provisional disposition in the Administrative Litigation Act. Therefore, if a worker who has been unfairly dismissed by an employer disputes the validity of the dismissal with an Administrative Suit or files a lawsuit to confirm employee status, he or she can apply for provisional disposition. However, the reality is that if you go through the Labor Relations Commission and file a Revocation Litigation for the National Labor Relations Commission's decision on review with the Administrative Suit, you cannot apply for any Provisiona relief. Our Constitution recognizes the people's right to seek trial as one of their fundamental rights. This means that appropriate rights relief must be provided through trial to citizens whose rights have been violated, and that appropriate rights relief is provided means that the conclusion desired by the plaintiff must be reached at the desired ‘time.’ Therefore, even if an Administrative Suit is filed against an employer's unfair dismissal or unfair labor practice, Provisiona relief should be granted just as in the case of filing a Civil Procedure. Specifically, a worker or employer can apply for Suspension of Execution in Revocation Litigation for the National Labor Relations Commission's decision on review. Regarding Provisional Disposition, unfair dismissal relief Revocation Litigation can use Provisional Disposition for payment of wages, Provisional Disposition for preservation of worker status, Provisional Disposition for prohibition of work interference, Provisional Disposition for suspension of effect for disadvantageous disposition, etc. In unfair labor practice relief Revocation Litigation, it is possible to use provisional disposition for collective bargaining compliance, provisional disposition for exclusion of interference with violation of right to organize, and provisional disposition for workplace lockout.

기업 내 노동조합의 특성과 원가하방경직성

[Purpose] This study investigates the effect of a labor union and its characteristics on a firm’s cost behavior, with a particular focus on both listed and non－listed firms.&#x0D; [Methodology] We employ labor union data obtained from the Human Capital Corporate Panel (HCCP) provided by the Korea Research Institute for Vocational Education and Training. We examine how the labor union affects cost stickiness (selling, general, and administration costs) using the model developed by Anderson et al. (2003).&#x0D; [Findings] First, we find that firms exhibit cost stickiness in their cost behavior and the presence of labor unions mitigates this cost stickiness. These results suggest that labor unions serve as monitoring mechanisms, thus mitigating cost stickiness arising from agency problems. Second, the bargaining power of labor unions has no incremental impact on cost stickiness. However, we find that cost stickiness is alleviated only when labor unions and firms maintain a cooperative relationship. In other words, labor unions play the role of corporate governance structures as stakeholders of the firm only when labor－management relations are cooperative.&#x0D; [Implications] This study examines the impact of labor unions as one of the stakeholders in a firm’s economic decision－making process and their role in corporate governance in alleviating cost stickiness. It underscores the importance of a cooperative labor－management relationship, as labor unions effectively serve their monitoring role in the corporate governance structure only under such conditions. Furthermore, even in a sample primarily comprised of non－listed firms, labor unions can influence cost stickiness.

Labour-Management Relations and Industrial Conflict in Calabar and Port-Harcourt Sea Ports: A Theoritical Exposition

The study is an assessment of the effect of the inter-relationship of labour-management relationship and industrial conflict in Nigeria Port Authority, Calabar and Port-Harcourt in a general scale. To effectively determine the interrelationship, four null hypotheses were formulated based on the identified major independent variable namely; leadership behavior, communication behavior, collective bargaining and implementation of employees-management agreement. A 30 items research questions were developed and used on 300 randomly selected employees of two ports (males and females). The sample will be made up of 190(63%) workers from Port-Harcourt and 110(37%) from Calabar Port. Multi-stage sampling techniwue will be employed, this will consist of the stratified, cluster, proportional and simple random sampling procedures respectively. Foremost, the stratified sampling procedure will be employed in dividing the entire study area into two major strata on the abses of two states (Cross Rivers and River State). Data will be collected by the researcher in company of two research assistants (who will be adequately trained). To evaluate labour-management relations and industrial conflicts, data collected during fieldwork will be subjected to editing, scoring and analysis. Descriptive statistics such as mean, percentage and frequencies will be reported. Pearson Product Moment Correlation (PPMC) test will be the statistical test for the hypotheses. Out of the four null hypotheses that were tested, three were rejected while one was accepted. The three rejected hypotheses were leadership behavior, collective bargaining and implementation of labour-management agreement while communication behavior was accepted. The research therefore recommend that mutual relationships are very critical in enhancing cordiality, trust building and engenders industrial harmony and peaceful coexistence in an organization. The study contributes to the body of knowledge in the sense that authoritative leadership breeds conflicts while democratic leadership engenders industrial harmony.

Comparison of management and workers' perception, attitudes and beliefs toward health and safety in the Ontario manufacturing sector

Introduction: The Ontario manufacturing sector is over-represented when it comes to workers’ compensation claims in the province. A previous study suggested that this may be the result of compliance gaps with respect to the province’s occupational health and safety (OHS) legislation. These gaps may be, in part, due to differences in perceptions, attitudes, and beliefs toward OHS between workers and management. This is noteworthy as these two cohorts, when working well together, can foster a healthy and safe work environment. Therefore, this study sought to ascertain the perceptions, attitudes, and beliefs of workers and management with respect to OHS in the Ontario manufacturing sector and to identify differences between the groups, if any. Methods: A survey was created and disseminated online to get the widest reach across the province as possible. Descriptive statistics were used to present the data and chi-square analyses were performed to determine if there were any statistically significant differences in responses between workers and managers. Results: In total, 3,963 surveys were included in the analysis, which consisted of 2,401 (60.6%) workers and 1,562 (39.4%) managers. Overall, workers were more likely to state that their workplace was ‘a bit unsafe’ relative to managers and this difference was statistically significant. There were also statistically significant differences between the two cohorts with respect to health and safety communication matters, the perception of safety as a high priority, whether people work safely when unsupervised, and whether control measures are adequate. Conclusions: In summary, there were differences in perception, attitudes, and beliefs toward OHS between workers and managers in Ontario manufacturing and these differences must be addressed in order to improve the sector’s health and safety performance. Practical Applications: Manufacturing workplaces can improve their health and safety performance by strengthening labor-management relationships, including having routine health and safety communication.

원청은 하청노동조합의 단체교섭의 상대방으로서 사용자인가? - 택배노동조합사건에 대한 중앙노동위원회 판정을 중심으로 -

In a case whereby the deliverymen’s labor union (“subcontractor”) demanded collective bargaining against the company (“contractor”), the National Labor Relations Commission (NLRC) cited “de facto governing” as a ground for judging the contractor an employer and thus a legitimate party in collective bargaining. This decision had significant repercussions because it raised a controversial issue: whether the legal principles behind the 2010 ruling of the Supreme Court, which expanded the notion of an employer for certain affairs (e.g., governing, intervention) among various forms of unfair labor practices, may be further expanded to judging the status of a contractor as an employer and a legitimate party in collective bargaining.<BR> According to the NLRC, in a case where a labor union consisting of subcontractors who lack either an explicit or an implicit labor contract with the contractor requests collective bargaining against the contractor, the contractor may be deemed an employer who is burdened with an obligation for collective bargaining, citing “de facto governing” as a legal ground.<BR> I argue that the contractor is not an employer or a legitimate party in collective bargaining against the subcontractors’ labor union, and this argument applies to the problems and criticisms surrounding the abovementioned NLRC case.<BR> First, identifying a legitimate party for collective bargaining means identifying a party that can collectively form or revise provisions of a labor contract through collective bargaining within a framework of collective autonomy. In comparison, identifying an “employer” in unfair labor practices―that is, a follower of a rule that bans unfair labor practices―means identifying a party that breached the rule of ensuring three basic labor rights or a fair labor–management relationship. An employer, according to the Trade Union And Labor Relations Adjustment Act, is a legitimate party in collective bargaining in principle, and they should be distinguished from an employer according to regulations on unfair labor practices. The abovementioned NLRC case fails to make this distinction, deeming an employer in collective bargaining and an employer in unfair labor practices the same.<BR> Another problem is that in identifying an employer as a legitimate party in collective bargaining, the NLRC expanded the notion of “de facto governing”―a legal ground for the H Heavy Industries case ruling―which saw the employers as inflictors of unfair labor practices, such as governing/intervention. Flawed logic is found in that the NLRC regarded the contractor as an employer and thus a legitimate party in collective bargaining despite the absence of a contractual relationship with the subcontractor, which is needed to be seen as an employer in collective bargaining.<BR> Furthermore, it is problematic that the NLRC only quoted a court ruling Supreme Court 2010. 3. 25. 2007du8881<BR> that admitted the status of a contractor as an employer regarding unfair labor practices of governing/intervention while overlooking court rulings Supreme Court 2008.9.11. 2006da40935 and others<BR> that denied the status of a contractor as a legitimate party in collective bargaining when it recognized the contractor as a legitimate party in collective bargaining without making a distinction between an employer as a legitimate party in collective bargaining and an employer as an inflictor of an unfair labor practice. To establish grounds for such a decision, it is necessary to introduce Supreme Court rulings that have denied the status of a contractor as a legitimate party in collective bargaining and analyze them critically. Lacking such effort, the NLRC decision is an a priori judgment that exposes a bias stemming from distorted information.<BR> Lastly, the NLRC decision was made on the basis of “de facto governing,” and as such, it suffers from all the legal problems of that theory.

소방공무원 직장협의회의 활성화 및 노동조합과의 관계설정에 대한 시론적 논의

본 연구의 목적은 소방공무원의 국가직 전환과 직장협의회 가입 허용과 같은 법률적 환경의 변화에 따른 소방공무원의 노동권 이슈들에 대해 검토하고 직장협의회의 활성화 및 노동조합과의 관계설정 방안에 대해 시론적으로 논의하는 것이다. 그동안 국민의 생명과 안전에 직접적으로 연관되어 업무의 특수성을 지닌 소방공무원의 노동권은 공공성과 공공복리의 논리에 따라 민간근로자나 일반공무원에 비하여 매우 제한적으로만 인정되어 왔다. 2020년 4월 그동안 지방직과 국가직으로 이원화되어 있던 소방공무원 체계가 국가직으로 일원화되었고, 2020년 6월부터는 일반 공무원과 마찬가지로 직장협의회를 구성하여 근무환경과 고충사항 등에 대하여 협의할 수 있게 되었다. 소방업무는 상시적으로 위험에 노출되어 있고 교대근무와 긴급출동으로 인해 근로자들의 스트레스 정도가 크며, 이러한 근무 여건의 고충이 소방서비스의 질 및 국민의 안전과 연관된다. 따라서 소방기관 내에서 사용자와 노동자의 입장을 협력적 관점에서 조율해줄 수 있는 직장협의회의 역할이 중요하며 활성화되어야 한다. 본 연구가 제안하는 제도적 개선방안은 직장협의회가 수행하는 기능 범위의 확대, 직장협의회 활동 시간 및 전담공무원에 대한 규제 완화, 합의 내용 이행에 대한 강제 규정 마련이다. 향후 설치될 가능성이 높은 소방노동조합과의 병존을 위하여는 직장협의회의 차별적인 역할을 정립하고, 독자적인 협의 활동을 활성화해나가야 할 것이다.

Do trustful labor–management relations enhance innovation? Evidence from German WSI data

Analyzing a sample of German firms, our Probit analysis shows that conflictual Anglo-Saxon type labor–management relationships are negatively related to the probability of performing R&D and to introduce innovations. We add to the Varieties of Capitalism literature a number of arguments of why cooperative Rhineland labor relations are superior in handling the ‘routine’ innovation model in knowledge-intensive industries. Notably if innovative competences are based on the stepwise accumulation over long periods of bits and pieces of knowledge for the continuous improvement of products, processes or systems, cooperative Rhineland labor relations appear to be superior to conflictual Anglo-Saxon labor relations.

The Changing Nature of Employee and Labor-Management Relationships

This article reviews work and employment research, paying particular attention to theory and applications by scholars in organizational psychology and organizational behavior (OP/OB) and employment or industrial relations (ER), with the objective of better understanding employee and labor-management relationships. Our animating premise is that juxtaposing these two research traditions provides a stronger basis for analyzing these relationships today. OP/OB offer micro- and meso-level focuses, whereas ER focuses on organizations, collective actors, and labor markets, with an emphasis on historical context. We hope this review motivates efforts to think about and build new social and psychological contracts that are attuned to the evolving dynamics present in the economy, workforce, and society. To this end, we look to the future and propose ways of deepening, broadening, and accelerating the pace of research that might lead to useful changes in practices, institutions, and public policies.

The Relationships among Emotional Demand, Job Demand, Emotional Exhaustion and Turnover Intention

The objectives of this paper are to assess the levels of job demand, emotional demand, emotional exhaustion and employee turnover intention and to examine the relationships among these concepts in the context of three selected apparel manufacturing firms in Eastern region of Sri Lanka. Employee absenteeism and turnover are key issues of apparel firms in Sri Lanka. In order to achieve the objectives of this paper, a questionnaire based survey was conducted among 153 employees of apparel firms and collected data were analyzed by using univariate and bivariate techniques. The findings of this paper revealed that there is a strong positive relationship between emotional demand and emotional exhaustion, emotional demand and turnover intention, job demand and turnover intention, and emotional exhaustion and turnover intention. At the same time, there is a moderate positive relationship between job demand and emotional exhaustion. The findings of the study have various managerial implications for the apparel manufacturing firms to prevent or control employee stress, absenteeism and turnover related issues and to develop good labour-management relationship.

Can an Ombuds Help Resolve Conflicts &amp; Improve Labor-Management Relationships?

Can an Ombuds Help Resolve Conflicts &amp; Improve Labor-Management Relationships?

Multiplicity of trade unions: Issues and challenges in Sri Lankan perspective

Trade unions are regarded as an integral part of the labour-management relationship as it is the only recognized body that represents employees in their dealings with the management. Trade unions represent the collective voice of employees in securing favorable terms and conditions. The history of trade unionism in Sri Lanka dates back to 1890s' where the first formal organization of employees emerged. With the enactment of the Trade Unions Ordinance in 1935, employees got the opportunity to legally register their trade union. However, since then politicization and multiplicity has crippled the entire trade union movement. The authors identify that the desire of the political parties to popularize their political agenda and the loopholes in the legal framework on trade unions as the two most significant causes for this situation. The evidence also proves that multiplicity is significant in public sector than in the private sector. Multiplicity of trade unions also hampers the principle of collective bargaining as it reduces the trade union membership density. Furthermore, it was obvious that multiplicity of trade unions acts as an obstacle when trying to reach a compromise in conflict prone situations resulting in a huge loss of manpower hours by way of strikes.

Dancing to the tune of the employer? Union–management relationships at Nordic subsidiaries in Russia

This research concerns the labour–management relationship at Nordic-owned industrial enterprises in Russia. The analysis draws upon case study data from four unionized factories in the northwest region of Russia that represent different union–management (U-M) relationships representing varying degrees of confrontation and cooperation. Although the long-run dynamics of the U-M relationship at all the factories is heading for partnership (‘dancing’), short-term dynamics may contain periods of antagonism (‘boxing’). There is little indication of a Nordic-type ‘healthy combination’ of recurring dialogue between boxing and dancing at the factories. Moreover, the managements have set limitations in the action allowed and the scope for partnership, and there are discrepancies in the cultural and identity dimensions of ‘dancing’ at the factories. The findings support the hybridization approach to the IR model transfer of multinational companies as Nordic employers seek to escape standards that are in place in their home IR regimes.

Consenting to Labour Appropriation? The Mineworker on South African Gold and Coalmines, 1951 to 2011

The argument of the moral economy of mines claims to illuminate the consent and associational power of mineworkers, and thereby the real foundation of social exchanges between management and black mineworkers. Our collection of life histories shows how the moral economy was fragile and its codes not widely accepted. As a tool of analysis it does not include certain facets of the workers’ experience, feeling and human essence. The moral–economic relationship was conducive to surplus extraction by eliminating the non-conformist but industrious or sick workers in the labour system. It contributed to morbid sexual and emotional ways of life. The life histories further reveal how the rank-and-file generally endorsed and participated in what Moodie depicts as a positive class compromise struck between management and the workers’ union from the 1980s to the 1990s. It brought to them conditions for a regular family life and ‘advancing humanity’. This notwithstanding, our narrators found that the norm of apartheid gave way to that of discrimination and differentiation between black workers. Management replaced white ‘boss-ism’ by economism and a corporatist model of labour–management relationship. It engendered the spirit of new ways to secure opportunity.

Labor Education in the Caribbean: A Critical Evaluation of Barbados, Jamaica and Trinidad

The achievements of the labor movement in the Caribbean are generally historicized without highlighting the contribution of labor colleges to the function and survivability of trade unions. For more than fifty years, labor colleges have played a critical role in developing the knowledge and skill sets of union members who had an interest in labor studies. Many will attribute the heydays of the Caribbean labor movement in the mid-1900s to the intellectual thrust given to the trade union movement by labor colleges. During this period, trade unions relied heavily on labor colleges for intellectual support and advice primarily on matters that required in-depth academic investigation. Support from the labor colleges enhanced the reputation of the labor movement by shifting popular notions that the trade union movement consisted only of the poor and illiterate working class. The effects of these parallel training activities have been positive for both the leadership of the trade union movement and the overall impact they have had on labor-management relationships. There has been a noted change in the pattern of trade union leadership where “the first generation leaders, considered by many as demagogic and messianic, have given way increasingly to a younger and more formally educated second and third generation leadership”.

Implementing global framework agreements: the limits of social partnership

AbstractGlobal framework agreements, negotiated between representatives of transnational corporations and trade unions, are a form of private regulation of labour relations on a global scale. Conceived and promoted by the global union federations, their numbers have increased considerably over the past two decades. However, as empirical research has shown, their record of implementation has been poor. We attribute this to them having been negotiated within the limits of a labour‐management relationship based on ‘social partnership’. This highly institutionalized setting of dialogue contrasts markedly with the widespread incidence of contested labour relations in subsidiaries of transnational corporations and in particular throughout their global production networks. Yet, workers and their unions at such sites, where global framework agreements are most needed, have mostly not been involved in their negotiation. Instead of relying on ‘social partnership’, we argue for unions to embrace a ‘conflict partnership’ approach, one that recognizes and addresses the tension between dialogue and conflict in labour relations. To highlight our arguments, we present two contrasting case studies from the service sector.

Book Review: Building More Effective Labour-Management Relationships, edited by Richard P. Chaykowski and Robert S. Hickey

Book Review: <i>Building More Effective Labour-Management Relationships</i>, edited by Richard P. Chaykowski and Robert S. Hickey

Relationship between Labor and Management: A Study on Parkul Tea Estate at Chunarughat in Habiganj

Tea industry is the most important industry in our country. The study attempted to explore the actual condition of labor and management in the tea estate. Simply the relationship between employer and employee is called industrial relation. But it is also covers the relation between employer vs. employer and employee vs. employee. To safeguard the interests of all parties, harmonious relationships necessary for both employers and employees of production. In order to maintain good relationship with the employees, the main functions of every organization should avoid any dispute with them or settle it as early as possible, so as to ensure industrial peace and harmony with higher productivity. The industrial relation also called as labor-management, employee-employers relation. The study searches how the labor management relationship in the Parkul tea estate is.

A comparison of the variables between labeling theory and identity theory which influence the change process of delinquency identity

The United States constitutes the federal and state government and the public officials of the federal government recognize the right to organize and the right of collective bargaining under the Civil Service Reform Act of 1978, but rights to strike are prohibited under the Taft-Hartley Act of 1947. Th public officials of each state and local government recognize or prohibit the right to organize, the right of collective bargaining, the right to strike under its statutes.<BR> First of all, the United States have improved the reliability and transparency between unions and employers through obvious and strict procedures in order that the unions proceed the procedure of collective bargaining with the employers. In addition, the political action and activity of employees in the public sector is protected in principle, but exceptionally, it is the fact that their action and activity is limited and prohibited under the consistent precondition.<BR> Furthermore, the United States protects the labor activities of public officials regulating the time-off system under the federal and state statute. Specifically, the Labor-Management Joint Committee promotes the fine and peaceful labor-management relationship as a labor-management consultative body, resolves the disputes through mediation, and contributes to the effective and constructive dispute resolution.