The Difficulties of Creating Cooperative Behavior in Labor-Management Cooperation (LMC)

Abstract

Supporting employee involvement and participation in decision-making processes, labor-management cooperation (LMC) has been emerged as a new paradigm to improve job satisfaction and performance in the field of public labor relations. Although researchers and practitioners in labor relations have been interested in the new practices, there have been some difficulties to adopt cooperative behavior in LMC. Based on the assumption, this study addresses some causes for the difficulties of creating cooperative behavior in labor-management cooperation as following dimensions. At the individual dimension, this study points out the two reasons: 1) the lack of social relationship and 2) managerial incompetence. On the other hand, at the environmental level, this study notes the characteristics of cultural dynamics in an organization. Reviewing these limitations, this study finally suggests some requirements, which call for the preconditions as creating cooperative behavior in labor management.