The industrial relations system model proposes that external inputs from the environment (e.g., legal, economic, political, etc.) impact the actors of the IR system (e.g., labour, management, government) and that through a series of conversion mechanisms (e.g., collective bargaining, third-party interventions, etc.) the parties convert the external inputs as well as the internal inputs (e.g., the goals and values of the actors) into both organizational (e.g., management and union rights) and worker-oriented (e.g., wages, due process, etc.) outputs. These outputs can then, thorough a feedback loop, influence the actors (Hebdon & Brown, 2012).

Strikes are both conversion mechanisms and outputs of the IR system. As such, the industrial relations system model indicates that a strike (when used as conversion mechanism to achieve union goals) impacts the outputs of the IR system (e.g., wages, etc.) More specifically, the model suggests that strikes would impact the worker-oriented output of employee affect. Since strikes are an output of the IR system, they can also impact the actors of the system via the feedback loop. A feedback loop is through which the outputs flow directly into the industrial relations system itself and also into the environmental subsystem itself and also into the environmental subsystems. The outputs, which flow through the feedback loop, can shape the subsequent goals, values and power of the actors in the industrial relations system as well as influence the actors in other environmental subsystems whose activities may be affected by certain outputs. The feedback loop shows how the output of satisfactory wages can positively effect worker morale (i.e., affect) and productivity, the feedback loop can be used to show how the output of a strike can positively, or negatively, impact worker reactions towards their union and employer. The systems model provides the foundation that strikes (whether they are seen as conversion mechanisms or outputs) impact worker affect (Hebdon & Brown, 2012).
Striking teachers also face economic impacts from strikes as they are not receiving a pay check and have limited access to funds, with the exception of strike pay. However, employees are faced with more than economic factors after a strike. It is possible that strikes can negatively impact workers’ employment experience and psychological well being. A strike can cause several organizational changes and these changes may significantly impact the employment relationship once workers return to their jobs. For example, labour disputes may bring about workplace changes, which in turn, may create a different relationship between management and employees (Hebdon & Brown, 2012).
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