A Theory of Conflict and Outcome in Public Sector Collective Bargaining with a Verificational Study Focusing on Collective Bargaining in New York City
Date of Award
Doctor of Philosophy (PhD)
Charles H. Levine
collective bargaining, public employees, public administration
Discusses collective bargaining in the public sector sphere and looks at the two prevailing treatments of the dynamics of the inter-organizational relationships created by public sector collective bargaining. One treatment was particularistic in its orientation; it dwelled on the unique and denied the empirical tenability of generalization about the collective bargaining process in the public service sector. The other treatment was evaluative in its orientation; springing from either the perspective of the larger system in which the organizations belonged or to the perspective of one of the adversary organizations, generalization dwelled on the consequences of collective bargaining. Both treatments appeared to ignore a wealth of social science theory useful for analyzing and understanding the collective bargaining process in the public sector.
Surface provides description only. Full text is available to ProQuest subscribers. Ask your Librarian for assistance.
Perry, James Lee, "A Theory of Conflict and Outcome in Public Sector Collective Bargaining with a Verificational Study Focusing on Collective Bargaining in New York City" (1974). Public Administration - Dissertations. 63.