The Continuing Relevance of Section 8(a)(2) to the Contemporary Workplace

After embarking on his illustrious career as a legal academic, Theodore St. Antoine, through a multitude of roles, including those of scholar, teacher, administrator, pragmatic law reformer, and arbitrator, made innumerable contributions to the practice and development of many parts of American law. For most of us, however, as a scholar he will be associated primarily with the system of collective bargaining established and encouraged by the National Labor Relations Act (NLRA) and its progeny. During the first part of Professor St. Antoine\u27s years as an academic, this system continued to flourish in America, as he, along with other legal scholars of his generation, helped explain how and why. By the end of the 1970s and Professor St. Antoine\u27s decanal years, however, as the decline in union density spread to industries such as construction, manufacturing, and transportation, where unions had been most successful, the erosion of the system could no longer be ignored. In the 1980s and 1990s, the decline of unions and collective bargaining in the private sector has continued in the shadow of expanding global competition, international capital mobility, and associated economic deregulation. In response, a range of legal academics have argued that the labor law taught by Professor St. Antoine must be significantly transformed in order to fulfill collective bargaining\u27s appealing promise to American workers of having a democratically based and independent influence on their conditions of employment

The Relationship Between Culture, Manager’s Leadership Styles, and Employees’ Motivation Level in a Bahraini Service Organisation Environment

The study explored the interrelation between leadership styles, employee motivation, and culture among Bahraini employees and managers in Victory Training Development Institute (VTDI) - a vocational training organization located in the Kingdom of Bahrain. Using a pragmatic case study design, the study employed a mixed method approach to address the research problem. The theoretical framework, which was developed through the guidance of leadership, motivation, and culture theories, posited that cultural constructs may affect the manager’s adoption of leadership approaches, as well as the employees’ work values. Because Arab culture is characterized by respect for authority, strict enforcement of rules, and tribalistic values and belief, it was expected to affect leadership negatively, as most managers would prefer a traditional passive approach over modern ones. On the contrary, the results of the study revealed that most Bahraini employees apply a combination of transactional and transformational elements in their leadership style, while only few maintains a traditional passive style. Results also showed that Bahraini employees value intrinsic factors more than extrinsic ones. The results also confirmed that a combination of transactional and transformational leadership elements were more effective in motivating employees than a traditional passive laissez-faire approach. Additional findings suggest that cultural factors affect both the manager’s leadership style and the employee’s perception of leadership effectiveness. A new theoretical framework based on the conceptual framework and the results was presented to explain in details the discovered phenomenon as well as the research’s contribution to knowledge.Nasser Bin Hamad FoundationNasser Bin Hamad Foundatio