Dispute Resolution in the Nonunion Firm

This article presents a multivariate analysis of the structure, uses, and consequences of nonunion employee appeal systems in three large U.S. companies over the 1980-83 period. Appeal system data drawn from company files are matched with personnel data to determine the effects of age, race, sex, education, occupation, and work experience on appeal system usage, types of appeal issues filed, and levels of appeal settlement. Analysis of appeal settlement data shows that the probability of an employee “winning” an appeal case increases with the level of settlement, but also that the probability of any single appeal progressing through the appeal system declines markedly with the level of settlement. Quantitative analysis of appeal settlement consequences, using an ex post facto control group design, shows that appeal filers and their supervisors-managers have significantly lower promotion rates and performance ratings and significantly higher turnover rates in the post-appeal settlement period than comparable (matched) groups of nonfilers and their supervisors-managers. Implications of these findings for due process, exit-voice, and organizational punishment theories of workplace dispute resolution are identified and discussed.