Exam 2 Employee relations
A transformational leadership style is one in which the leader transforms his or her leadership behaviors to suit the existing workplace culture
False
Because collective bargaining is a mixed motive conflict, it is recommended that the parties engage first in distributive bargaining to see what they can win followed by integrative bargaining for those issues that they are not likely to win
False
Grassroots movements and mobilization of the working class cannot serve the goals of both social movement unionism and solidarity unionism
False
Moonlighting is an example of job withdrawal
False
One key proposal for transforming U.S. and labor law into something that better meets the needs of our modern society is to prohibit majority unions and replace them with nonmajority unions
False
Since the 1970s, bargaining structure in the U.S. has become more centralized
False
If the union members are unhappy with the terms of a contract settlement and vote to reject it
The negotiators return to the bargaining table to try again or impasse is reached
Relative bargaining power is closely related to
The union's strike leverage
Advocates of deregulating labor laws argue that the decline in unionization in the U.S. is due to the fact that:
There is a reduced need and desire for unions in today's society
Which of the following could not be considered another label for integrative bargaining
Traditional bargaining
A stakeholder perspective argues that while shareholders have important rights, there are other constituents toward whom a company should demonstrate responsibility and concern
True
In the employee empowerment unionism model, unions are more focused on negotiating processes than on outcomes of negotiations
True
The margin of error determines the size of a confidence interval
True
The social information processing approach to understanding employee attitudes suggests that social expectations and norms are influential determinants of an individual's feelings about their job
True
Union leaders are faced with several roles which, at times, conflict with each other, placing them in the role of "navigator"
True
Bargaining power can best be described as
The ability to secure another's agreement on you own terms
_____Pertains to concerns of managing the labor-management relationship, such as creating trust
Attitudinal structuring
The process of producing a legally binding, written contract that specifies wages, benefits, layoff policies, grievance procedures, etc. is called
Collective bargaining
The process of designing an employee opinion survey follows a series of steps as follows
Design, administration, data analysis, feedback, action planning
According to Martinko et. al..< guilt and shame is most likely to lead to which of the following counterproductive work behaviors
Drug/alcohol abuse
Modified integrative bargaining is a term used to describe a process of negotiations where
Integrative bargaining is tried first and, if it fails, distributive bargaining takes place
Which of the following approaches to understanding employee attitudes predicts that employee attitudes are a function of employees work, job, organization, and individual characteristics
Interactional
Unions are beginning to use their power as pension fund investors to support the labor movement by doing all of the following except
Invest in companies overseas to protest the actions of the U.S. companies
Which of the following is generally true regarding the relationship between job satisfaction and productivity
It is insubstabtial
The degree to which a person's work performance affects his or her self-esteem is know as
Job involvement
Which of the following is likely to increase counterproductive work behaviors
Loosely written job descriptions
For an associational unionism model to be effective, unions would have to develop their skills in
Multilateral negotiations
A_____change is when the employer changes wages, benefits, or other term and conditions of employment without bargaining with the union
Unilateral