| Industrial Relations Climate, Union Instrumentality and Employee Performance |
Received:October 16, 2017 Revised:October 16, 2017 |
Key Words: Industrial relations climate; trust in management; union instrumentality. |
| Author Name | Affiliation | | Qing Miao* | Zhejiang University | | Alexander Newman0 | Deakin university | | Brian Cooper0 | Monash Business School | | Peter Holland0 | Monash Business School | | Julian Teicher0 | Central Queensland University |
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Abstract: |
| In this study we examine the effects of two key variables associated with union effectiveness on the job performance of employees, and the mechanisms which explain such effects. More specifically, we investigate whether employees’ perceptions that their union has an effective relationship with management (industrial relations climate) and is able to act as an agent for their concerns (union instrumentality), promotes their job performance through enhancing their job security and trust in management. Drawing on three waves of data from 303 employees and their immediate supervisors within 17 private enterprises in China, we find that employees’ perceptions of union effectiveness influence their job performance through enhancing both their job security and trust in management. Such findings are consistent with the social exchange theory and the conservation of resources theory. |
