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Industrial Relations Climate, Attendance Behaviour and the Role of Trade Unions
Author(s) -
Deery Stephen,
Iverson Roderick,
Erwin Peter
Publication year - 1999
Publication title -
british journal of industrial relations
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.665
H-Index - 70
eISSN - 1467-8543
pISSN - 0007-1080
DOI - 10.1111/1467-8543.00141
Subject(s) - absenteeism , attendance , industrial relations , allegiance , affect (linguistics) , automotive industry , trade union , work (physics) , business , organisation climate , political science , psychology , public relations , economics , management , social psychology , economic growth , engineering , international trade , mechanical engineering , communication , law , aerospace engineering , politics
In recent years there has been a growing interest in the impact of co‐operative union–management relations on firm performance and organizational outcomes such as employee turnover and absenteeism. This paper seeks to identify the factors that affect the development of a co‐operative industrial relations climate and analyses the effects of that climate on organizational and union allegiance and on employee attendance behaviour. The data are drawn from a study of a large automotive manufacturer in Australia. The results indicate that a positive union–management relationship is associated with higher levels of work attendance. Moreover, this outcome is consistent with the presence of strong and effective unionism at the workplace.