By Lewin D. (ed.), Kaufman B. (ed.)
Advances in business and exertions kinfolk (AILR) keeps to obtain top of the range submitted manuscripts and to post the simplest between those, as made up our minds by way of double blind nameless refereeing. quantity thirteen of AILR includes 8 papers dealing, respectively, with eu responses to excessive unemployment premiums; the results of different kinds of staffing preparations; the adoption and use of different dispute solution systems within the nonunion office; the results of organizational ombuds preparations for voice, clash answer and equity at paintings; development and maintaining labor-management partnerships; union and supplier strategies in Ontario, Canada organizing campaigns; the overdue twentieth century crusade for U.S. striker substitute laws; and the improvement over a quarter-century of Australian commercial kin inspiration. it truly is no twist of fate that the study settings for the papers contained during this quantity comprise North the US, Europe and the Pacific Rim. AILR has lengthy inspired manuscript submissions from researchers world wide, and seeks to post articles that extend theoretical and empirical commercial kinfolk wisdom past that acquired from U.S. settings and information resources. Taken as a suite, the 8 papers contained in quantity thirteen of AILR basically mirror fulfillment of this goal.
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In analyses that considered the finance-only and finance-and-HR backgrounds separately, a dummy variable was entered separately for each. It is a potential concern that managers of higher rank would be more likely to report multiple backgrounds, perhaps because they were promoted only after gaining a breadth of managerial experience. Seniority differences 16 FORREST BRISCOE ET AL. might therefore be confused with background results. However, this problem is empirically trivial since one-third of highly positioned managers with finance backgrounds indicated also having HR or benefits backgrounds, while more than half of the managers with finance backgrounds in lowerranked positions did so.
Contingency links between strategy and general manager characteristics: A conceptual examination. Academy of Management Review, 9, 399–412. , & Govindarajan, J. (1984). Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation. Academy of Management Journal, 27, 25–41. , & Dewar, R. (1972). Elite values versus organizational structure predicting innovation. Administrative Science Quarterly, 17, 279–290. , & Mason, P. (1984). Upper echelons: The organization as a reflection of its top managers.
2003, p. 394). Theft and sabotage are typical examples in the literature and are not limited to the private sector as these examples illustrate (see also Robinson & Bennett, 1995; Fortado, 2001). , 2003, p. 395). , 2003, p. 396). , 2003). This latter expression will play an important role in our study of conflict in municipal collective bargaining. , 2003, p. 399). , 2003, p. 402). , 2003). , squeeze a filled balloon in one place and the air inside it expands outward in another location). The complementarity hypothesis predicts that formally enabling voice is associated with ‘‘corresponding increases in other forms of y [submerged] conflict’’ (Sapsford & Turnbull, 1994, p.
Advances in Industrial and Labor Relations by Lewin D. (ed.), Kaufman B. (ed.)