The Studies of Impacts of Industrial Relation Performance by Labor-Management Coopertion

• Main Author: 周建次
• Other Authors: 李漢雄
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/33920349470704783620

碩士 === 國立中正大學 === 勞工研究所 === 86 === 　　The purpose of the study is to explore issues regarding the decision to cooperate in Taiwan productive industry. The analyses are based on original data by post-questionnaire, and it examines how effective these joint effects of three forms of labor-management cooperation programs - work issue involvement, communication activities, and financial participation - on seven outcome variables relating industrial relations and economic performance. The economic outcomes concern total level of production, plant capacity utilization, productivity per unit of labor, product quality. The industrial relations outcomes refer to the climate of relations between management and employees, quit rate, and absenteeism rate. There are three major models of industrial relation strategies - authoritarian, collective bargaining and labor-management cooperation.. 　　Associations between the seven outcome variables and the three sets of characteristics labor-management cooperation programs. I use my statistical analyses -Step-Wise regression (STEPWISE) - to study the different industrial relation and economic outcomes associated with the three modes is chosen to employee involvement, collective bargaining and authoritarian forms. 　　The associations between work issue involvement. Quality Circles (QCs) exert favorable effect on plant capacity utilization and decrease in error and waste rate. 　　Labor-management concert are both positively associated with decrease in numbers of grievance and climate of labor-management relation. 　　Gain-sharing are associated with good climate of labor-management relation. ESOPs are positively associated with plant capacity utilization and decrease in grievance. The profit-sharing program doesn''t have strong positive associations between the economic and industrial relation performance. 　　Workplaces with deep and extensive use of labor-management cooperation have the best performance both on labour productivity levels relative to similar workplaces and on climate of employee-management relations.