| This research examines the nature of partnership councils and explores the concepts of labor relations climate (LRC) and organizational climate within the context of federal sector labor-management partnership councils. While a great deal of research has looked at organizational climate and examined both its predictors and outcomes, considerably less attention has been paid to LRC. More specifically, research that examines the nature of the relationship between these two factors is non-existent. This is troublesome for researchers who are interested in determining what role, if any, that LRC plays in the overall success of an organization.; As such, this paper makes preliminary inferences with regards to the nature of the relationship between LRC and organizational climate and on their role in determining the impact that participation has on perceived organizational performance. Drawing on research from a diverse body of literature, this study predicts that LRC can have a direct impact on perceived organizational outcomes. At the same time, it examines the role that the more general organizational climate has on these perceived outcomes as well. Thus, by exploring this relationship, this study can help broaden understanding of the changing nature of the LRC and how it can impact agency performance.; The advantages from a practical standpoint are clear. This study looks to provide evidence that efforts directed toward improving the LRC in the organization could have an impact on the organization's "bottom-line". For organizational researchers, this study offers several benefits as well. To begin, it will be among the few papers that have directly measured the concept of LRC. Furthermore, it will offer a direct measure on the quality of labor-management partnership. Finally, it will help clarify the relationships between the areas of LRC, partnership and organizational climate. |
