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9 Concluding Thoughts and Challenges
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Published:October 1992
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Abstract
As we have indicated, our primary aim in writing this book was to illustrate how a knowledge of organizational psychology and unions could be enhanced by an understanding of each other. It is appropriate at this stage to examine the extent to which this aim was realized. We started off with the premise that the practice of equating unionization with voting for a union, or joining a union, is both inaccurate and counter productive. Based on available data within organizational psychology, we argued that voting for, or joining a union, was neither the first nor the final phase of the unionization process. Instead, from a psychological perspective, the under standing of why people would vote for or join a union would be strengthened by considering prior determinants such as early family socialization experiences. Likewise, the process of unionization extends well past the initial decision to vote for, or join, a union. The influence of structural characteristics and union leadership on members’ attitudes and behaviors was also considered. After becoming a union member, the individual then decides whether to offer his or her loyalty to the union, whether or not to participate in union activities, and the extent of that participation. Ultimately, under certain conditions, individuals can collectively decertify their bargaining unit or individually resign their membership. Just as the influence of family socialization early in the unionization process is acknowledged, the role of union leadership is emphasized once the individual has joined the union. Thus, even Klandermans’ (1986) description of participation as “joining, acting, quitting” (p. 189) fails to capture critical components of the unionization process such as commitment and leadership.
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