Personality variables in union-management relations

Abstract

To test the hypothesis that personalities of key figures have a significant impact upon the course of union-management relations at the plant level, quantitative data were gathered on the relationship in 33 tool-and-die shops. Each manager and each steward provided personality data (Guilford-Zimmerman) and judgments of best and poorest co-workers. A factor analysis of all possible intercorrelations showed a greater than chance expectancy of significant loadings of personality measures on the factors representing basic dimensions of the union-management relationship. Within limits set by such factors as technology and union policy, the personality of the top manager or the top union official may significantly modify the course of union-management interactions. (PsycInfo Database Record (c) 2025 APA, all rights reserved)