The final chapter of this study will present the conclusions based on the data analysis and some discussions of the results. Furthermore, the research implications of this study will be explained, as well as the research limitations and future research suggestions.
Conclusions
This research intended to understand the effect perceived employee voice in labor unions had on a positive management environment, and the effect union-management environment had on satisfaction with collective bargaining results and employee compliance.
Based on the results, perceived employee voice positively affects a positive union-management environment. Furthermore, union-management environment positively affects the satisfaction with collective bargaining results. In addition, a positive union-management environment positively mediates the relationship between perceived employee voice and satisfaction with collective bargaining results.
However, employee voice did not have a significant effect on employee compliance. In addition, a positive union-management environment was also not found to have any significant effect on employee compliance. As such, the mediating effect on a positive union-management environment between employee voice and employee compliance could not be tested.
Discussions
Workers who perceive having a voice in their labor unions also have more positive perceptions of their union-management environment. This echoes research done by Pyman, Holland, Teicher and Cooper (2010) which stated that voice mechanisms been a positive association with favorable perceptions of climate. It could be that if the union workers feel they have a voice and that this voice is being heard, it translates to a more supportive union-management environment.
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These positive perceptions of the union-management environment also lead to a higher satisfaction with collective bargaining results. It seems that positive perceptions of the environment might lead to greater satisfaction with collective bargaining, as the employees might feel that management is indeed listening and acting upon the ideas and requests of the workers. Other studies (Voos, 1989) have shown the benefits of a positive union-management environment in an organization. Results of this study confirm that a benefit of a positive union-management environment is a greater satisfaction with collective bargaining results, a relationship that as far as the researcher knows, was assumed but had never been empirically tested before. In addition, female union workers seem to have a higher satisfaction with collective bargaining results than men. It could be that female workers are more easily satisfied, as the job opportunities and benefits for female workers are limited in Honduras.
Furthermore, through the results of this study, employee compliance did not seem to be affected by any of the other research variables. In addition, employee compliance was not found to have a significant relationship to social desirability. The results are unexpected, however, it might be explained by the fact that employee compliance had little variance, as all of the employees rated themselves extremely high in employee compliance.
On the other hand, employee compliance did seem to be affected by age. It seems that younger employees tend to report themselves more compliant to the organizational rules and regulations. Due to the economic situation in Honduras, it is extremely hard to get a job, and it could be that these younger workers are more concerned and interested in keeping their jobs. On the other hand, the older employees, who might feel a certain degree of security in their job, might report themselves as less compliant to the organizational rules and policies.
Research Implications
This research has very important implications for researchers in the field of labor relations, as it adds new literature on the subject of labor unions. For instance, despite the importance that collective bargaining represents in labor unions, there is very limited research on the satisfaction related to this variable. Moreover, this study found a
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relationship between a positive union-management environment and satisfaction with collective bargaining results, a relationship that as far as the researcher knows, has never been studied before.
Furthermore, through this research, the effect that perceived employee voice has on a positive union-management environment was confirmed. As employee voice and positive union-management environment are gaining more attention in recent years, this relationship is of importance for further reference. In addition, this study echoes research done on procedural justice, which states that employees who perceive the processes utilized to determine outcomes in an organization are fair and transparent, will also have more positive perceptions on the union-management environment (Deery & Iverson, 2005).
In addition, employee compliance has not been studied much during the past years. However, it could be of benefit for organizations to study this variable, as it might bring many advantages to organizations. For instance, Lee, Kim & Kim (2013) argued that voluntary compliance is fundamental for organizations, especially those organizational environments in which innovation and flexibility are emphasized.
This study did not find a significant relationship between perceived employee voice and employee compliance, and between positive union-management environment and employee compliance. In addition, employee compliance was not found to have any relationship with social desirability. As all of the union workers rated themselves very high in employee compliance, the variable presented a mean of 6.17, making it difficult to test the relationship between employee compliance and other variables. This shows the limitations of using self-report measures of sensitive behaviors. In addition, according to the post-hoc interview, employees in the case company were unwilling to comply with the organization’s rules and policies. It could be that even though union workers rated themselves high in compliance, in reality, they are very uncompliant to the organization’s rules and policies.
Although this study did not find a relationship between employee compliance and the other research variables, some demographics variables, such as age and union tenure, did have an effect on employee compliance. This can open the door for further research to be conducted on employee compliance.
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Practical Implications
This research can be an important contribution to companies that constantly interact with labor unions, especially to the case company utilized for this study.
Many organizations, not only in Honduras, but in Latin America, are struggling to find a way to more effectively collaborate with labor unions. This study lends support to the benefits that providing a voice for employees might have in an organization, as it can lead to positive perceptions of the environment. In addition, these positive perceptions of the union-management environment leading to higher satisfaction with collective bargaining results can prove to be very beneficial to organizations. If more union workers are satisfied in an organization, this might lead to more committed employees, less strikes, and less economic loss for an organization.
Furthermore, human resource practitioners can also utilize the findings found throughout this study, to find a more effective and cooperative way to work with union workers. Specially, HR practitioners in Latin America can utilize these findings to learn more about the perceptions of union workers to find more cost-efficient ways to negotiate with union workers, and to have collective bargaining results that might bring benefits to both parties involved. Likewise, based on the findings of this study, organizations and labor unions can improve the design of their voice mechanism, not only to make sure that employees’ voices are heard, but also to demonstrate policy changes as a result of hearing employee voices in the organization.
In addition, this research can be of benefit to the union leaders. The study result gives union leaders a leverage to convince the organization the importance of employee voice and positive union-management environment. Union leaders hold critical positions in relaying employee voice to the management and constructing a more positive management environment. If organizations move towards a more positive union-management environment, more union workers not only get to keep their job, they might also have an opportunity to improve their work environment and their quality of life through more satisfactory bargaining results.
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Contribution of the Study
This research contributes to existing literature on labor unions. Although there is extensive research on labor unions, studies that focus on union workers perceptions are still quite few.
Furthermore, this study contributes in adding much-needed knowledge and information about labor unions and union workers in Honduras. Although there are some studies that examine perceptions of union-management environment and employee voice in English-speaking countries, Spanish-speaking countries, where labor unions are still strongly rooted, are lagging behind in these studies.
In addition, research which tests union workers’ perceptions of union-management environment, employee voice, satisfaction with collective bargaining results and employee compliance in one study are virtually nonexistent, and this study contributes to new literature on this topic.
Limitations
A limitation of this study is that employee compliance, a socially sensitive question, presented very little variance. All of the respondents rated themselves very high in employee compliance, as such the variable had very little variance, which makes it difficult to test the relationship of compliance to other variables.
Additionally, the AVE for Satisfaction with Collective Bargaining Results was 0.429, a little below 0.5, which might indicate a minor problem with validity in this instrument.
Moreover, the data was collected with the help of a labor relations expert;
however, the researcher was not present throughout the data collection. This made data collection very challenging and time-consuming, and the researcher had no control over the environment/circumstances throughout which the questionnaires were filled.
Also, the researcher only had access to one of the labor unions in the company.
The cultures and environment vary widely across labor unions, even within the same company, making it difficult to generalize these results to other union environments.
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Future Research Suggestions
For future research, the researcher suggests to utilize another measure for employee compliance, as self-report was proved not useful. A better scale could be developed to measure employee compliance. In addition, the researcher suggests re-checking the relationship between social desirability and employee compliance.
Moreover, for future research, the researcher suggests to consider other variables that might impact employee compliance. For instance, as it was mentioned in the post-hoc interview, leadership from the union officers might have an effect on the union workers’
compliance.
In addition, satisfaction with collective bargaining results should be analyzed further, to ensure that it is appropriate for use in other contexts. In addition, other variables, such as negotiation strategies, could be tested as mediators between union-management environment and satisfaction with collective bargaining results.
Also, it is important that the research be conducted with a larger sample and with other labor unions. For instance, this research could be conducted with governmental labor unions in Honduras, as it would be interesting to compare different perceptions on different union environments. Likewise, it would be advisable to conduct this research in other Latin American countries.
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