¿Por qué las relaciones laborales en España son competitivas? Confianza en la gestión, apoyo del sindicato y comportamiento de conflicto en los representantes de los trabajadores

• Autores: Patricia Elgoibar, Lourdes Munduate Jaca, Francisco J. Medina, Martín C. Euwema
• Localización: RIO: Revista Internacional de Organizaciones, ISSN-e 1886-4171, ISSN 2013-570X, Nº. 9, 2012 (Ejemplar dedicado a: Diverse response to the crisis. Industrial Relations in Europe Conference 2011), págs. 145-168
• Idioma: español
• Títulos paralelos:
  • Why are industrial relations in Spain competitive? Trust in management, Union Support and conflict behaviour in worker representatives
• Enlaces
  • Texto completo (pdf)
• Dialnet Métricas: 4 Citas
• Resumen
  • español

    En el contexto actual de escasez de recursos y de cambios económicos, sociales y laborales, los conflictos organizacionales se están volviendo cada vez más competitivos. Dos posibles explicaciones para esta visión del conflicto en España son la baja confianza entre los sindicatos y la patronal, y la larga tradición de confrontación en las relaciones laborales. En este estudio analizamos el patrón del conflicto desde el punto de vista de los representantes de los trabajadores, la relación de confianza con la patronal y el apoyo de los sindicatos. Las hipótesis están contrastadas con un estudio cuantitativo de 719 representantes. Los resultados muestran que a) los representantes usan un estilo de conflicto competitvo; b) la confianza está negativamente relacionada con este estilo de conflicto; y c) el apoyo de los sindicatos está positivamente relacionada con este estilo. Exploramos cómo la cultura social y la tradición histórica de las relaciones laborales explican estas relaciones.

  • English

    In the current context of limited resources and economic, social and labour changes, organizational conflicts are becoming more and more competitive.

    Two possible explanations for this approach to conflict in Spain are the low trust between unions and management and the long tradition of confrontation in industrial relations. In this study we analyse the conflict pattern from worker representatives and the relation to trust in management and union support. The hypotheses are tested in a quantitative study of 719 representatives. Results show that a)representatives use a competitive conflict style; b)trust is negatively related to this style; and c) union support is positively related to the style. We explore how societal culture and historical industrial relations tradition explain these relations

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