10.2190/CN.31.3.c X01K51468P866317 3 Making Partnership Work: Inside the Black Box of Labor-Management Participation 215 240 20080218 20080218 20080218 20080218 X01K51468P866317.pdf http://baywood.metapress.com/link.asp?target=contribution&id=X01K51468P866317 3 Douglas M. Mahony University of South Carolina, Columbia This study tests how variations in labor-management partnership functioning affects employees. The data are from multiple facilities within one federal agency over a five-year period. Data for employee-level outcomes are from the Organizational Assessment Survey implemented each year from 1994 through 1998. Partnership council data are from participant interviews with union leaders and facility management. The results suggest that differences in partnership councils' functioning affects supervisor-employee relations, perceptions of training and employee-involvement opportunities, and perceived collaborative opportunities. In turn, these intermediary outcomes affect employee attitudes and perceptions regarding job-related stress, job satisfaction, job and employment security, and feelings of alienation.

T. H. Hammer and D. L. Wazeter, Dimensions of Local Union Effectiveness, Industrial and Labor Relations Review, 46:2, pp. 302-320, 1998.

W. N. Cooke, Employee Participation Programs, Group-Based Incentives, and Company Performance: A Union-Nonunion Comparison, Industrial and Labor Relations Review, 47:4, pp. 594-610, 1994.

A. E. Eaton and P. B. Voos, Union and Contemporary Innovations in Work Organization, Compensation, and Employee Participation, in Unions and Economic Competitiveness, L. Mishel and P. B. Voos (eds.), M. E. Sharpe Inc., Armonk, New York, pp. 173-216, 1992.

D. I. Levine and L. D'Andrea Tyson, Participation, Productivity and the Firm's Environment, in Paying for Productivity, A. S. Binder (ed.), Brookings Institution, Washington, DC, pp. 183-243, 1990.

P. Berg, The Effects of Workplace Practices on Job Satisfaction in the United States Steel Industry, Economic Policy Institute Technical Paper, No. 224, 1997.

K. Miller and P. Monge, Participation, Satisfaction, and Productivity: A Meta-Analytic Review, Academy of Management Journal, 29:4, pp. 727-754, 1986.

R. Hodson, Dignity in the Workplace Under Participative Management: Alienation and Freedom Revisited, American Sociological Review, 61:5, pp. 719-739, 1996.

H. Ramsay, D. Scholarios, and B. Harley, Employees and High-Performance Work Systems: Testing Inside the Black Box, British Journal of Industrial Relations, 38:4, pp. 501-532, 2000.

E. Appelbaum, T. Bailey, P. Berg, and A. Kalleberg, Manufacturing Advantage: Why High Performance Work Systems Pay Off, Cornell University Press, Ithaca, 2000.

A. E. Eaton, The New American Workplace: Big Deal or Too Little, Too Late, in Unions and Workplace Reorganization, B. Nissen (ed.), Wayne State University Press, Detroit, pp. 57-77, 1997.

W. N. Cooke, Factors Influencing the Effect of Joint Union-Management Programs on Employee-Supervisor Relations, Industrial and Labor Relations Review, 43:5, pp. 587-601, 1990.

P. Bernstein, Necessary Elements for Effective Worker Participation in Decision-Making, in Workplace Democracy and Social Change, F. Lindenfeld and J. Rothchild-Whitt (eds.), Porter Sargent, Boston, pp. 51-86, 1982.

S. A. Rubinstein, M. Bennett, and T. A. Kochan, The Saturn Partnership: Co-Management and the Reinvention of the Local Union, Employee Representation: Alternatives and Future Directions, B. E. Kaufman and M. M. Kleiner (eds.), Industrial Relations Research Association Press, Madison, pp. 339-370, 1993.

E. Appelbaum and R. Batt, Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and if so, Who Benefits? Center for Advanced Human Resource Studies Working Paper, No. 95-06, 1995.

T. A. Kochan, R. B. McKersie, and J. Chalykoff, The Effects of Corporate Strategy and Workplace Innovations on Union Representation, Industrial and Labor Relations Review, 39:4, pp. 487-502, 1986.

T. A. Kochan, L. Dyer, and D. B. Lipsky, The Effectiveness of Union-Management Safety and Health Committees, Upjohn Institute, Michigan, 1977.

Ontario Ministry of Labour, Advisory Council on Occupational Health and Occupational Safety Eighth Annual Report April 1, 1985 to March 31, 1986 Volume 2, Government Book Store, Toronto, 1986.

A. E. Eaton and T. Nocerino, The Effectiveness of Health and Safety Committees: Results of a Survey of Public-Sector Workplaces, Industrial Relations, 39:2, pp. 265-291, 2000.

W. N. Cooke, Improving Productivity and Quality Through Collaboration, Industrial Relations, 28:2, pp. 299-320, 1989.

H. C. Katz, T. A. Kochan, and J. H. Keefe, Industrial Relations and Productivity in the U.S. Automobile Industry, Brookings Papers on Economic Activity, No. 3, 1987.

S. J. Black and H. B. Gregersen, Participative Decision-Making: An Integration of Multiple Dimensions, Human Relations, 50:7, pp. 859-879, 1997.

S. A. Rubinstein, "Saturn, The GM/UAW Partnership: The Impact of Co-Management and Joint Governance of Firm and Local Union Performance," unpublished doctoral dissertation, Massachusetts Institute of Technology, 1996.

Task Force on Excellence in State and Local Government Through Cooperation, Working Together, A Report to Secretary of Labor Robert Riech, Department of Labor, Washington, D.C. 1996.

A. E. Eaton, The Survival of Employee Participation Programs in Unionized Settings, Industrial and Labor Relations Review, 47:3, pp. 371-389, 1994.

E. E. Lawler III and S. A. Mohrman, Quality Circles after the Fad, Harvard Business Review, 63:1, pp. 64-82, 1985.

J. Cutcher-Gershenfeld, The Impact on Economic Performance of a Transformation in Workplace Relations, Industrial and Labor Relations Review, 44:2, pp. 241-261, 1991.

T. A. Kochan, H. C. Katz, and N. R. Mower, Worker Participation and American Unions: Threat or Opportunity, Upjohn Institute, Michigan, 1984.

F. Boyle, An Evolving Process of Participation: Honeywell and Teamsters Local 1145, in Teamwork, J. M. Rosow (ed.), Pergamon, New York, pp. 146-168, 1986.

S. H. Fuller, Employee Participation for Productivity: A Management View, in Productivity: Prospects for Growth, J. M. Rosow (ed.), Van Nostrand Reinhold, New York, pp. 296-309, 1981.

T. A. Kochan, H. C. Katz, and R. B. McKersie, The Transformation of American Industrial Relations, Basic Books, New York, 1986.

W. H. Greene, Econometric Analysis 3rd Edition, Prentice Hall, New Jersey, 1997.

S. Babson, Lean or Mean: The MIT Model and Lean Production at Mazda, Labor Studies Journal, 18:2, pp. 3-25, 1993.

P. Osterman, Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee Welfare, Industrial and Labor Relations Review, 53:2, pp. 179-197, 2000.

J. Simmon and W. Mares, Working Together, New York University Press, New York, 1985.

M. Parker and J. Slaughter, Choosing Sides: Unions and the Team Concept, Labor Notes, South End Press, Boston, 1988.

R. A. Karasek Jr., Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign, Administrative Science Quarterly, 24:2, pp. 285-308, 1979.

R. Drago, Workplace Transformation and the Disposable Workplace: Employee Involvement in Australia, Industrial Relations, 35:4, pp. 526-544, 1996.