The Impact of Union-Management Relations on Organizational Commitment:Study from the Perspective of Heterogeneity

Abstract

Abstract:

In this paper, Union-Management Relations (UMRs) in China are divided into three types:confrontation, cooperation and complete follow. And then we described an agent-based computational model to obtain the key evolutional characteristics of employees' commitment from the perspective of heterogeneity. The experimental data show that UMRs do have a meaningful impact on organizational commitment, and the analysis based on heterogeneity can more effectively foresee the behavior of employee and the development of organization. Employee's commitment based on cooperation UMR is higher in comparison with that based on confrontation and complete follow UMRs. All the confrontation and complete follow UMRs will tend to die in the future. The difference is that complete follow UMR has a longer stable development period, while confrontation UMR has a faster convergence speed. The paper points out that we should strengthen the application of cooperation UMR in China, and develop a scientific and reasonable compensation system to enhance the competitiveness and performance of organization.

Key words: heterogeneity, organizational commitment, Union-Management Relations (UMRs), multi-agent simulation

Wu Jinhong, Hu Enhua, Wang Lingyun, Shan Hongmei. The Impact of Union-Management Relations on Organizational Commitment:Study from the Perspective of Heterogeneity[J]. , 2017, 29(10): 120-131.

References

[1] Becker T. E., Klein H. J., Meyer J. P. Commitment in Organizations:Accumulated Wisdom and New Directions[M]. New York:Routledge/Taylor and Francis Group, 2009
[2] Becker T. E. Foci and Bases of Commitment:Are They Distinctions Worth Making?[J]. Academy of Management Journal, 1992,35(1):232-244
[3] Reichers A. E. A Review and Reconceptualization of Organizational Commitment[J]. Academy of Management Review, 1985,10(3):465-476
[4] Solinger O. N., Hofmans J., Olffen W. V. The Dynamic Microstructure of Organizational Commitment[J]. Journal of Occupational and Organizational Psychology, 2014,11(12):1-20
[5] Meyer J. P., Becker T. E., Dick R. V. Social Identities and Commitments at Work:Toward an Integrative Model[J]. Journal of Organizational Behavior, 2006,27(5):665-683
[6] Vandenberg R. J., Stanley L. J. Commitment in Organizations:Accumulated Wisdom and New Directions[M]. London:Routledge Academic, 2009
[7] Stanley L., Vandenberghe C., Vandenberg R., et al. Commitment Profiles and Employee Turnover[J]. Journal of Vocational Behavior, 2013,26(82):176-187
[8] Meyer J. P., Herscovitch L. Commitment in the Workplace:Toward a General Model[J]. Human Resource Management Review, 2001,11(3):299-326
[9] Somers M. J. The Combined Influence of Affective, Continuance and Normative Commitment on Employee Withdrawal[J]. Journal of Vocational Behavior, 2009,32(74):75-81
[10] Stanley L. C. Vandenberghe R. Vandenberg et al. Commitment Profiles and Employee Turnover[J]. Journal of Vocational Behavior, 2013,21(82):176-187
[11] Angle H. L., Perry J. L. Dual Commitment and Labor-Management Relationship Climates[J]. Academy of Management Journal, 1986,29(1):31-50
[12] Kristof-Brown A. L., Zimmerman R. D., Johnson E. C. Consequences of Individuals'fit at Work:A Meta-Analysis of Person-Job, Person-Organization, Person-Group, and Person-Supervisor Fit[J]. Personnel Psychology, 2005,58(2):281-342
[13] Munro A., Rainbird H. Opening Doors as well as Banging on Tables:An Assessment of Unison/Employer Partnerships on Learning in the UK Public Sector[J]. Industrial Relations Journal, 2004,35(5):419-433
[14] Deery S. J., Iverson R. D. Labor-Management Cooperation:Antecedents and Impact on Organizational Performance[J]. Industrial and Labor Relations Review, 2005,58(4):588-609
[15] Snape E. D., Redman T. Industrial Relations Climate and Union Commitment:An Evaluation of Workplace-Level Effects[J]. Industrial Relations, 2012,51(1):11-28
[16] Kaufman B. E. History of the British Industrial Relations Field Reconsidered:Getting from the Webbs to the New Employment Relations Paradigm[J]. British Journal of Industrial Relations, 2014,52(1):1-31
[17] Lee J. Company and Union Commitment:Evidence from an Adversarial Industrial Relations Climate at a Korean Autoplant[J]. The International Journal of Human Resource Management, 2004,15(8):1463-1480
[18] Magill M., Stout R. L., Apodaca T. R. Therapist Focus on Ambivalence and Commitment:A Longitudinal Analysis of Motivational Interviewing Treatment Ingredients[J]. Psychology of Addictive Behaviors, 2013,27(3):754-762
[19] Lariviere B., Keiningham T. L., Cooil B., et al. A Longitudinal Examination of Customer Commitment and Loyalty[J]. Journal of Service Management, 2014,25(1):75-100
[20] Budd J. W., Chi W., Wang Y. et al. What Do Unions in China Do? Provincial-Level Evidence on Wages, Employment, Productivity, and Economic Output[J]. Journal of Labor Research, 2014,35(2):185-204
[21] 吴建平. 工会凝聚力:概念、维度及影响因素探析[J]. 中国劳动关系学院学报, 2013,27(6):26-33
[22] Sverke M., Sjoberg A. Dual Commitment to Company and Union in Sweden:An Examination of Predictors and Taxonomic Split Methods[J]. Economic and Industrial Democracy, 1994,15(4):531-564
[23] 曾诗鸿,姜雪,蔡明明. 外商直接投资对多维度创新产出的影响[J]. 管理评论, 2014,26(11):28-38
[24] Jiang G., Mab F., Shang J. et al. Evolution of Knowledge Sharing Behavior in Social Commerce:An Agent-Based Computational Approach[J]. Information Sciences, 2014,279(9):250-266
[25] 刘凤朝,徐茜. 基于计算实验的中国科学技术政策变动效应预测[J]. 管理评论, 2012,24(12):40-52
[26] Clarke S., Kingston J., Wilson K. G. et al. Acceptance and Commitment Therapy for a Heterogeneous Group of Treatment-Resistant Clients:A Treatment Development Study[J]. Cognitive and Behavioral Practice, 2012,19(4):560-572
[27] Amir M., Berninghaus S. K. Another Approach to Mutation and Learning in Games[J]. Games and Economic Behavior, 1996,14(1):19-43
[28] 张玮,刘延平. 组织文化对组织承诺的影响研究——职业成长的中介作用检验[J]. 管理评论, 2015,27(8):117-126