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G W Bohlander

Publications and source records attributed to G W Bohlander.

3 recordsLinked to original sources
PubMed1980

Hospital collective bargaining: structure and process.

The increasing influence of third parties on collective bargaining has continued to interest labor relations practitioners. The authors discusses the role of third-party payers and state regulatory agencies in labor-management negotiations at voluntary hospitals. Highlighted is the bargaining strategy adopted by negotiators when collective bargaining operates under a prospective rate-setting system. Also presented are the economic variables by which the payers influence hospital-union relationships and their effect on the outcomes of bargaining. The author describes the political context of health-care bargaining and the growing significance of cost control on hospital negotiations. He concludes that third-party payers cause health-care bargaining to change from a bilateral structure to a multilateral dimension.

Collective Bargaining↗
PubMedDate not supplied

The three faces of personnel--or, PAIR department activities as seen by executives, line managers, and personnel directors.

More so than most other departments, the personnel department shares responsibility for its activities--notably with executives and line managers. But the division of responsibility is far from clear-cut, and where to draw the line is subject to controversy, as seen in this discussion of survey results on the viewpoints of 326 PAIR directors, 162 executives, and 217 line managers. The survey was conducted by the authors, all from Arizona State University: George W. Bohlander, associate professor of management; Harold C. White, professor of management; and Michael N. Wolfe, assistant professor. They queried the three groups on four major activities--setting policy, counseling and advising line managers, providing services, and controlling personnel activities in other departments--and 17 duties. The responses are broken down according to degree of unionization in respondent firms. Discrepancies among the viewpoints of the three groups suggest a need for two kinds of programs, say the authors: one to communicate to an organization's line managers and executives the role actually performed by the PAIR department and the other to instruct them on PAIR's potential for greater contribution.

Administrative Personnel↗