Selective perception,unions and organisational change |
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Authors: | Phil Beaumont |
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Abstract: | This article uses a large scale body of survey data to investigate the proposition that reported management perceptions of the extent to which unions constitute a constraint on organisational change will vary systematically according to certain personal and organisational characteristics. The resulting evidence of selective perception has a number of implications for survey work that seeks attitudinal based responses to questions, particularly from a single management respondent per employment establishment. |
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