Abstract
This study develops and empirically tests a theory which explains how workplace unionization affects worker responses to HRM innovation. We hypothesize that union support varies depending on whether the union perceives the innovation as a threat to its power base and institutional security or as an opportunity to increase its status and influence. This differential effect is expected to be curvilinear. Our hypothesis is generally supported by our sample of 230 organizations. Practical and research implications are discussed.
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We are indebted to Kay Devine and Thomas G. Cummings for helpful comments on earlier versions of this paper.
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Kizilos, M., Reshef, Y. The effects of workplace unionization on worker responses to HRM innovation. J Labor Res 18, 641–656 (1997). https://doi.org/10.1007/s12122-997-1028-1
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DOI: https://doi.org/10.1007/s12122-997-1028-1