The Individual Decision to Unionize

Abstract

This study examines determinates of two employee behaviors in the union organizing process: pro-union activism in the organizing campaign, and vote for union certification. Using data gathered from six union organizing attempts, campaign activism and voting behavior is analyzed in terms of hypotheses drawn from Wheeler's (1985) theory of industrial conflict. Results indicate that support for union certification is influenced by a perceived lack of job security, management's lack of respect for employees, the belief that union representation would be effective, favorable attitudes about unions, and anger at the employer. Few differences were found for union activism and vote, suggesting that distinctive forms of union support are not influenced by different determinants.

Healthcare Reform and the Workplace Experience of Nurses: Implications for Patient Care and Union Organizing

“…A number of theoretical models contend that union instrumentality is a key to an individual's decision to make a psychological commitment to support a union (Brett 1980;Barling, Fullagar, and Kelloway 1992;McClendon, Wheeler, and Weikle 1998).…”

Fear and Leadership in Union Organizing Campaigns

“…Consequently, the balance of power will determine the opportunities that workers perceive to exist to rectify the situation. The manifestation of power in the workplace can take many forms and these have been categorized by McClendon, Wheeler, and Weikle (1998) as factors that can facilitate or inhibit the individual decision to support union action. This article has outlined how fear can be viewed as both a facilitator and inhibitor of the individual decision to unionize.…”

Facilitators and Inhibitors of Collective Action: A Case Study of a US‐Owned Manufacturing Plant

“…Facilitating conditions include the degree of collective group solidarity, a belief in the efficacy of collective action, the occurrence of a dramatic event and particularly the emergence of mobilizing leaders (McClendon et al . : 39). Critical to the likelihood of collective action is the emergence of leaders or activists who are prepared to be visible and willing to stand up to management (D'Art and Turner ; Kelly ; Moore and Reed ).…”

“…To shed light on the factors that link the social psychological triggers to collective action in the workplace, we draw on McClendon et al . 's () use of facilitating and inhibiting conditions. These are conditions that act to support or deter the individual from entering into a joint commitment to become actively involved through some form of collective action as part of a workers' collective or group.…”