Project GLOBE: Global Leadership and Organizational Behavior Education

Book chapter focusing on using information from Project GLOBE (global leadership and organizational behavior effectiveness) to teach leadership in a global context

Antecedents of union member retention in Right-to-Work environments

Purpose: States with Right-to-Work (RTW) law coverage have increased since 2012, with union membership decreasing. In such states, employees in union-represented positions cannot be required to be union members and/or pay dues, even though the union must still legally represent them. While union member retention in RTW states provides new challenges for unions, it has not been extensively studied. The purpose of this paper is to extend the literature by testing a model of intent to remain a union member in an RTW context using union loyalty as a mediator. Design/methodology/approach: The model is based on how different types of exchanges shape intentions to remain a union member. To test the hypotheses, a sample of 475 members was used where an RTW law was about to be implemented in a Midwestern American state. Findings: Union loyalty mediated the relationships between social and ideological exchanges with the union and employee intent to remain a union member and similarly mediated the organization–employee exchanges. Economic exchanges with the union were not a significant predictor in the full model. Research limitations/implications: This study extends the employment-relations literature by helping us better understand member intent triggered by RTW laws. Insights are provided for both unions and organizations to better manage their relationships with employees. Originality/value: This study advanced the employee-relations literature by providing a more holistic theoretically based understanding of how unions may retain members by using multiple forms of exchange, often studied separately in previous literature of member–union relationships

Nonstandard Work Schedules and Retention in the Entry-Level Hourly Workforce

Non-standard work schedules involve work outside the Monday–Friday daytime hours. Although research has heavily studied the health and family effects of such schedules, few studies have investigated their relationship to retention. We draw from Maertz and Campion\u27s discussion of motivational forces that influence turnover to propose that employees on non-standard schedules are more likely to quit their employer because of general job dissatisfaction and because of normative pressures from family and/or friends. Specifically, we hypothesized that employees on day shifts or weekday only schedules would remain with their employer longer than those who work on nonday shifts or on the weekends. We also hypothesized that perceived employment mobility would moderate the effects of non-standard schedules on retention length. Hypotheses were tested among 3,178 retail employees who worked five different distinct shift arrangements and different weekday/weekend schedules. Cox regression analyses indicated that, as hypothesized, employees working nonday shifts or schedules including weekends remained with their employer for a shorter duration of time than employees not on such schedules. Perceived mobility moderated the schedule–turnover relationship, though not in the hypothesized manner. We discuss the theoretical and practical implications of these findings for work schedule assignment and retention strategies