This addition of the union variable to the analysis

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This addition of the union variable to the analysis did, howe ver, affe ct the classification atthe highe r e nd of the scale ,as the proportion of e s- tablishme nts in class four fe ll,with a corresponding incre ase in those in class thre e . This change in the classification of establishme nts whe n u ism was include d in theanalysisimplie sthat it re mainsa distinctivedi- mension on which to diffe re ntiate betwe en organizations. Second,ne ithe r high nor low HCM workplace s we re distinctive in re spe ct to union re cognition. Medium-high HCM workplace s were, howe ve r significantly less likely to haveone or more tradeunion re cognize d for bargaining purpose s (only 17% of the se havea recognize d union,which compare d with an ave rage of 45% for the othe r groups) . Third, orde re d probitanalysis(Table V II) reve ale d that union recog- nition (or union de nsity)did not have an inde pe nde nt effe cton the le ve l of HCM controlling for othe r factors such as the size of the workplace an whethe rthe workplaceis part of a wide r organization or a singlee stab- lishme ntorganization. The sethre eanalyse sugge st that in the U.K., HCM was not as of 1990 re placing unionism. The y also confirm that low le ve ls of HCM should not ne ce ssarily be associate d with nonunionis m, as for exampleSisson (1993,p. 207)did when he labe le d nonunion workplace s ble ak house s . THE RELATIVE PERFORMANCE OF HCM WORKPLACES Within WIRS90, there are a numbe r of performance indicators which can be use d to assess whe ther in fact high HCM establishme nts we re m Table VI. A 4-Class Mode l (Se ven Items + Union):Prob- abilities of Having a Practice a Class 1 Class 2 Class 3 Class 4 1 0.95 0.96 0.94 0.95 2 0.49 0.82 0.84 0.87 3 0.18 0.34 0.29 0.80 4 0.24 0.11 0.13 1.00 5 0.08 0.02 1.00 0.98 6 0.50 0.64 0.99 1.00 7 0.37 0.96 0.89 0.92 8 0.39 0.83 0.65 0.19 Size 0.19 0.49 0.28 0.04 a Chi-square statistic = 150 (146 df), loglikelihood ratio statistic = 190 (146 df). Items: 1. internal re cruitmentor multiskilling or training needs analysis,2. dire ctcommunication,3. appraisal,4. no clocking in, 5. monthly pay,6. cashlesspay, 7. information disclosure,8. union recognition. High Comm itmen t Man agem en t in th e U.K . 501
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effective than othe rs. More specifically the re are measure s of productivity job cre ation, labor turnove r,and abse ntee ism. There is also a que stion on the employe e relations climate which can be use d as a me asure of the dustrialrelations in the plant.We will brie fly de scribe the construction of the se me asure s. Produ ctivity Level This measure is base d on answe rs to a que stion asking responde n asse ss how doe s the le ve l of labor productivity in their workplace com- pare with othe r similar workplace s? Responde nts were aske d to compare it on a 5-pointscale ranging from 1 equals a lot highe r and 5 a lot lowe r, with 3 aboutthe same.
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  • Fall '19
  • Trigraph, HCM

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