Doellgast, Virginia (2008) Collective bargaining and high involvement management in comparative perspective: evidence from US and German call centers. Industrial Relations: a Journal of Economy and Society, 47 (2). pp. 284-319. ISSN 0019-8676
This article assesses the relationship between national and collective bargaining institutions, management practices, and employee turnover, based on case study and survey evidence from U.S. and German call center workplaces. German call centers were more likely to adopt high-involvement management practices than those in the United States, even across workplaces with no collective bargaining institutions. Within Germany, union and works council presence was positively associated with high-involvement practices, while works council presence alone had no effect. In contrast, union presence in U.S. call centers showed either a negative association or no association with these practices. National and collective bargaining institutions and high-involvement management practices were associated with lower quit rates in both countries, with only partial mediation.
|Additional Information:||© 2008 The Regents of the University of California|
|Library of Congress subject classification:||H Social Sciences > HD Industries. Land use. Labor|
|Sets:||Departments > Management|
|Date Deposited:||30 Jul 2009 13:29|
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