Foreword

[Excerpt] These six superb essays were presented at a major event of the School of Industrial and Labor Relations held in New York City in early December 1975. The event commemorated the thirtieth anniversary of the School; the first classes were held in November 1945

Foreword and Prologue

Milton Konvitz (Ph.D. \u2733) embodied the spirit of Cornell University. An authority on civil rights and human rights, and constitutional and labor law, he served on the Cornell faculty for 27 years, holding dual appointments at the Law School and the School of Industrial and Labor Relations. This section includes the foreword by Robert B. McKersie and the prologue in four chapters: (1) The Making of a Scholar; (2) Civil Rights; (3) Fundamental Liberties; and (4) Judaic and American Ideals

Introduction: Teaching Through a Crisis: September 11 and Beyond

An introduction to a volume of essays that provided a vehicle through which educators could share their experiences following September 11. This includes how teachers were addressing the troubling questions that the tragedy raised: What kinds of conversations had been sparked among children, teachers, and parents? How had curriculum shifted in response to this heretofore unimaginable event

The ILR School at Fifty: Voices of the Faculty, Alumni & Friends (Full Text)

A collection of reflections on the first fifty years of the School of Industrial and Labor Relations at Cornell University. Compiled by Robert B. McKersie, J. Gormly Miller, Robert L. Aronson, and Robert R. Julian. Edited by Elaine Gruenfeld Goldberg. It was the hope of the compilers that the reflections contained in this book would both kindle memories of the school and stimulate interest on the part of future generations of ILRies who have not yet shared in its special history. Dedicated to the Memory of J. Gormly Miller, 1914-1995. Copyright 1996 by Cornell University. All rights reserved

7. The 1970s

From View from the Dean’s Office by Robert McKersie. “I had been on the job just a week when Keith Kennedy, vice provost, called and said we needed to make a trip to Albany to meet the chancellor of SUNY, Ernest Boyer. This was late August 1971. After a few pleasantries, it became clear that this was not just the courtesy call of a new dean reporting in to the top leader of the state university. Chancellor Boyer went right to the point: a new Labor College was going to open on the premises of Local 3 IBEW’s training facility on Lexington Avenue in Manhattan, and the ILR School had to be there as a partner. It was not clear what unit of SUNY would take over the Labor College, but it was clear that given its broad mandate for labor education, the ILR School was going to play a key role.” Includes: View from the Dean’s Office; From Eric Himself; Another Perspective; Labor College Graduation: VanArsdale’s Dream Fulfilled; The View of a Visiting Faculty Member; Another Perspective; and The Student’s View

The Effects of Corporate Strategy and Workplace Innovations on Union Representation

This paper explores the decline of union membership within partially organized firms. Using data from two Conference Board surveys of labor relations practices (1977 and 1983), the authors test a series of propositions concerning the effects of corporate industrial relations values and strategies and workplace innovations on union representation and membership. The results show that whereas the average firm reduced the number of workers represented by unions by approximately 977 from 1977 to 1983, firms that placed a high priority on union avoidance reduced union representation by an average of 2,647 workers over the same period. Moreover, the typical firm that emphasized union avoidance reduced the probability that its new facilities would be organized from approximately 15 percent to less than 1 percent

Observations During a Week of Frontline Work with Family Medicine Residents During the Corona Virus Epidemic

The author, a medical director of a family health clinic serving a Caribbean Latinx community in Lawrence, Mass, reflects on the ways COVID-19 is impacting learning environments, clinical decision making, and one's personal relationships to medicine in a daily journal structure.http://deepblue.lib.umich.edu/bitstream/2027.42/156059/1/AFM_383_20_orig.pdfDescription of AFM_383_20_orig.pdf : Main ArticleSEL

Pathways to Change: Case Studies of Strategic Negotiations

The authors identify and analyze the strategies for change and techniques most often used in today\u27s labor negotiations. Nearly gone, they say, is the traditional arms length approach used by negotiators in the past. Instead, modern collective bargaining is characterized mainly by divergent strategies the authors characterize as either forcing (highly contentious) or fostering (highly cooperative). A dozen detailed case studies from a variety of industries are presented that show when, why and how these strategies are used, by whom, and to what result. These cases clearly demonstrate the use of both forcing and fostering strategies, as well as their combined and sequential uses. Cutcher-Gershenfeld, McKersie and Walton also provide analyses which clarify the reasons for the success or failure of approaches used in each case. And there is a highly useful discussion of eight relevant environmental factors that influence how negotiated changes unfold.https://research.upjohn.org/up_press/1076/thumbnail.jp

Why Change?

The authors identify and analyze the strategies for change and techniques most often used in today\u27s labor negotiations. Nearly gone, they say, is the traditional arms length approach used by negotiators in the past. Instead, modern collective bargaining is characterized mainly by divergent strategies the authors characterize as either forcing (highly contentious) or fostering (highly cooperative). A dozen detailed case studies from a variety of industries are presented that show when, why and how these strategies are used, by whom, and to what result. These cases clearly demonstrate the use of both forcing and fostering strategies, as well as their combined and sequential uses. Cutcher-Gershenfeld, McKersie and Walton also provide analyses which clarify the reasons for the success or failure of approaches used in each case. And there is a highly useful discussion of eight relevant environmental factors that influence how negotiated changes unfold.https://research.upjohn.org/up_press/1076/thumbnail.jp

Leading When Overweight: the Influence of Supervisor Body Weight on Subordinates’ Perceptions and Citizenship Behaviors

Integrating the stereotype content model, attribution theory, and social exchange theory, we examined the perceptions underlying bias towards overweight supervisors and the effect of supervisor weight on the workplace behaviors of subordinates. Study 1 (N = 204) confirmed that supervisors are subject to weight bias, such that supervisor weight is negatively related to subordinates’ perceptions of supervisor competence. In turn, Study 2 (N = 829) and Study 3 (N = 226) demonstrated that supervisor weight indirectly influences subordinates’ perceptions of the subordinate-supervisor relationship (leader-member exchange) and important reciprocal workplace behaviors (organizational citizenship behaviors). Furthermore, in predicting perceptions of competence, we found no interaction between supervisor weight and supervisor status, subordinate weight, or supervisor gender. We also found that supervisor weight does not influence perceptions of supervisor warmth and that the relationship between supervisor weight and perceptions of supervisor competence is linear