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Selective perception, unions and organisational change
Author(s) -
Beaumont Phil
Publication year - 1987
Publication title -
industrial relations journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.525
H-Index - 3
eISSN - 1468-2338
pISSN - 0019-8692
DOI - 10.1111/j.1468-2338.1987.tb00907.x
Subject(s) - respondent , perception , proposition , work (physics) , scale (ratio) , constraint (computer aided design) , survey data collection , organisational change , psychology , business , social psychology , public relations , political science , geography , mechanical engineering , philosophy , statistics , cartography , mathematics , epistemology , neuroscience , law , engineering
This article uses a large scale body of survey data to investigate the proposition that reported management perceptions of the extent to which unions constitute a constraint on organisational change will vary systematically according to certain personal and organisational characteristics. The resulting evidence of selective perception has a number of implications for survey work that seeks attitudinal based responses to questions, particularly from a single management respondent per employment establishment.