Are Strong Unions Compatible with the New Model of Human Resource Management ?

Don Wells

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Labor Movements and Unions Employment, Labor, and Gender Studies Legal and Labor Studies

Abstract

It is widely argued that recent Human Resource Management (HRM) innovations are compatible with, indeed require, strong unions. This paper examines several cases which, it has been argued, illustrate the compatibility of strong unions and HRM reforms. The author concludes that, on the contrary, each case illustrates the incompatibility of HRM and strong unions and explains why this is so.

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1995The Transformation of American Industrial Relations.1989Dynamic manufacturing: creating the learning organization 1992Choosing Sides: Unions and the Team Concept 1990The Critical Path to Corporate Renewal 1988The New Unionism: Employee Involvement in the Changing Corporation, by Charles C. Heckscher

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2001An industrial relations perspective on the high-performance paradigm 2001Why workers are reluctant learners: the case of the Canadian pulp and paper industry 2009Institutional Environments, Work and Human Resource Practices, and Unions: Canada versus England 1999Stakeholders in high-performance work systems 1997The effects of workplace unionization on worker responses to HRM innovation 2005From Industrial Relations to the Employment Relationship: The Development of Research in Britain 2002Partenariat, avec ou sans démocratie 2021Is Industry 4.0 a Good Fit for High Performance Work Systems? Trade Unions and Workplace Change in the Southern Ontario Automotive Assembly Sector

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