Use of an Attitude Survey in GMFC Labor Talks

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Introduction
Well-constructed employee attitude surveys can provide insight into organizational characteristics which impact employee behavior and organizational performance (Williams, 1998). Companies may use survey results to modify their management style, organizational culture, workplace characteristics, or incentives in order to improve worker satisfaction and overall productivity (Williams, 1998). Although the link between employee attitudes and actual work performance has been found to be somewhat inconsistent (Schleicher, Watt, & Greguras, 2004), research has confirmed at least a moderate correlation between job satisfaction and rates of employee absenteeism and turnover (Gibson, Ivancevich, Donnelly, & Konopaske, 2012). Despite the limitations, both management and union officials may gain valuable information from attitude surveys. Understanding employee perspectives on work issues can help to better negotiate mutually agreeable labor contracts.
Manufacturing company GMFC is conducting an attitude survey with its unionized employees in Central City in order to obtain data regarding the company’s employee satisfaction and turnover. GMFC’s Central City results will be compared against the results of other employers who also participate in the survey through a personnel research consortium known as the Heritage Group. The Local 384 union has agreed to encourage its members to complete the surveys. The results of the survey and the employment study will be shared with both the company and the Local 384. As the next round of contract talks and negotiations approach, the results of the employee attitude survey will be taken into consideration by both GMFC management and the Central City Local 384 officials.
GMFC Central...

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... face of unions. Employee Responsibilities & Rights Journal, 20(1), 1-11. doi:10.1007/s10672-007-9061-z
Fossum, J. (2012). Labor relations: Development, structure, process. (11th ed.). McGraw‐Hill. ISBN: 978‐0078029158
Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York: McGraw-Hill/Irwin.
Schleicher, D. J., Watt, J. D., & Greguras, G. J. (2004). Reexamining the job satisfaction-performance relationship: The complexity of attitudes. Journal of Applied Psychology, 89(1), 165-177. doi:10.1037/0021-9010.89.165
Stanley, T. L. (2013). Running at peak performance. Supervision, 74(9), 12-15.
Williams, A. (1998). Organisational learning and the role of attitude surveys. Human Resource Management Journal, 8(4), 51. Retrieved from http://search.proquest.com/docview/199385282?accountid=38569

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