Cooperation and adversarialism: Labor relations in a mature rivalry

This study is intended to support the proposition that many of today's labor-management relationships have developed into mature rivalries, where separable dimensions of labor relations activity are recognized and treated in decidedly different manners by both parties. The study presents a mature rivalry model of labor relations which identifies two dimensions of labor relations activity--a production dimension and an organizational justice dimension. Union member beliefs concerning the appropriate role for their union in each of these dimensions are examined. Predictors of the union members' desires concerning union-management cooperation or adversarialism in the different dimensions of labor relations activity are subsequently explored.; Questionnaire data on 1175 steelworkers from three local unions of the United Steelworkers of America are used to test hypotheses derived from the model. Anecdotal data, obtained through interviews and archival records are used to provide additional insight on the present state of labor relations at the research site.; Results confirm that the majority of the rank and file union membership does appear to recognize the separate dimensions of labor relations activity and desires that their union behave differently in each. When issues associated with producing the organization's product are addressed, the majority of the union membership desires that their union cooperate with management. When the issues which are addressed deal with distributive or procedural justice, the union members feel their union can best protect their interests and be their advocate when the union deals with management in an adversarial fashion. Results also indicate that about a third of the respondents desire their union to be consistently adversarial in its interactions with management regardless of the labor relations dimension being addressed. Organizational research variables which appear to influence union member's cooperative and adversarial tendencies include pay satisfaction, supervision satisfaction, the union member's perception of the competitive threat facing the company, and the member's political aspirations within the union. Implications for labor, management, and industrial relations research are discussed as well as directions for future study.