Grievance initiation: A literature survey and suggestions for future research

Labig, Chalmer E.; Greer, Charles R.

doi:10.1007/bf02685226

Cited by 33 publications

(18 citation statements)

References 27 publications

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“…Structure had a positive relationship with grievance rates in Bemmels (1994a), but no significant relationship with grievance rates in Bemmels, Reshef and Stratton-Devine (1991). These results for consideration are consistent with earlier studies (see Labig & Greer, 1988). The results for the effect of structure on grievance rates from earlier studies were also mixed, and the mixed results from these two recent studies do not clarify what, if any, relationship exists between structure and grievance rates.…”

Section: Management Factors In Grievance Initiationsupporting

confidence: 88%

“…Significant correlations are evidence of the construct validity of the measures, but do not help us understand why some bargaining relationships have higher levels of conflict (and grievance rates) than others. Labig and Greer (1988) also note the difficulty in interpreting causality in these relationships. Does the perception of conflict lead to more grievance filing, or do more grievances lead to the perception of conflict?…”

Section: Union-management Relations Factors In Grievance Initiation mentioning

confidence: 95%

“…Several reviews of grievance procedure research were published in the mid to late 1980s (Gordon & Miller, 1984;Labig & Greer, 1988;and Lewin & Peterson, 1988, chap. 2).…”

Section: Review Of Past Reviewsmentioning

confidence: 98%

“…The unit of analysis in these studies varies from small work groups to entire plants. Labig and Greer (1988) grouped the factors affecting grievance rates into five categories, and we will follow that same scheme in our review of this research. The five categories of determinants of grievance rates are: (1) environmental factors; (2) management factors; (3) employee factors; (4) union factors; and (5) union-management relations factors.…”

Section: Organizational Unit Level Studiesmentioning

confidence: 99%

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Grievance Procedure Research: A Review and Theoretical Recommendations

Bemmels

Foley

1996

Journal of Management

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This review focuseson the grievance procedure research published in the past decade with specific attention on the application (or lack thereof) of social science theory to grievance research. The review concludes that the theoretical grounding of recent grievance research has improved over the earlier research, but remains quite inadequate. Recommendations on the direction that grievance research should take in the future to further improve on the theoretical content of grievance research are provided. It is argued that theory in grievance research should advance at two levels: the comprehensive systems approach, and the application of specific social science theories to narrower aspects of the grievance process.A common criticism of grievance procedure research is the lack of theoretical grounding for much of the research done prior to 1985. Several earlier reviews of the grievance literature raised the challenge of improving on the theoretical aspects of grievance research. This review focuses on the grievance procedure research published in the past decade with specific attention on the application (or lack thereof) of social science theory to grievance research. We also make recommendations on the direction that we feel grievance research should take in the future to further improve on the theoretical content of grievance research.

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Section: Management Factors In Grievance Initiationsupporting

confidence: 88%

Section: Union-management Relations Factors In Grievance Initiation mentioning

confidence: 95%

“…Several reviews of grievance procedure research were published in the mid to late 1980s (Gordon & Miller, 1984;Labig & Greer, 1988;and Lewin & Peterson, 1988, chap. 2).…”

Section: Review Of Past Reviewsmentioning

confidence: 98%

Section: Organizational Unit Level Studiesmentioning

confidence: 99%

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Grievance Procedure Research: A Review and Theoretical Recommendations

Bemmels

Foley

1996

Journal of Management

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“…Un premier courant d'inspiration "behavioriste" insiste sur les caractéristiques démographiques et socioéconomiques des salariés qui recourent à la procédure de griefs afin d'identifier les principaux déterminants individuels de la propension aux griefs (Bemmels, Reshef et Stratton-Devine 1991 ;Cappelli et Chauvin 1991 ;Ng et Dastmalchian 1990 ;Klass 1989 ;Labig et Greer 1988). Un second courant, plus "institutionnaliste", s'intéresse aux configurations structurelles et organisationnelles favorisant le règlement des griefs.…”

Section: Problématiqueunclassified