Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
Most strikes occur because workers are frustrated. Managers can detect employee dissatisfaction in the early stages to prevent strikes. A survey of 28 companies that had strikes and 28 companies that did not have strikes shows qualitative differences in 5 areas: 1) how grievances are handled, 2) third-shift working conditions, 3) frequency of and attitudes toward overtime, 4) use of seniority in consideration for promotion, and 5) methods of disciplinary action. Also, 3 of 28 nonstrike plants but 24 of 28 strike plants were part of a multiplant company or division.
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Abstract
Most strikes occur because workers are frustrated. Managers can detect employee dissatisfaction in the early stages to prevent strikes. A survey of 28 companies that had strikes and 28 companies that did not have strikes shows qualitative differences in 5 areas: 1) how grievances are handled, 2) third-shift working conditions, 3) frequency of and attitudes toward overtime, 4) use of seniority in consideration for promotion, and 5) methods of disciplinary action. Also, 3 of 28 nonstrike plants but 24 of 28 strike plants were part of a multiplant company or division.