UNION INVOLVEMENT IN QUALITY‐OF‐WORKLIFE EFFORTS: A LONGITUDINAL INVESTIGATION

Abstract

The purpose of this study is to investigate potential outcomes for unions involved in joint union‐management QWL efforts. Subjects (rank‐and‐file union members) from three different QWL efforts within one organization were identified and measured at two points in time to determine what impact a joint QWL effort would have on their perceptions of the union. Results indicate that after QWL involvement, participants perceive a higher level of union influence in job areas where unions have not traditionally been involved (i.e., implementing technological changes, helping improve service to customers). In traditional job areas (i.e., scheduling shift changes and vacations) an interaction between the perception of QWL success and union influence was noted. The findings also indicated a desire by the “silent majority” of union members to become involved in QWL efforts. Finally, the present research suggests that after QWL involvement, a majority of the rank‐and‐file members who perceived QWL as successful gave equal credit for the success to both union and management. The rank‐and‐file members who perceived QWL as unsuccessful tended to blame management for the lack of success. Implications of these findings and the need for more research in this area are discussed.

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