Non‐union employee representation: exploring the riddle of managerial strategy

Peter Butler

27 citations0/0 files storedIndustrial Relations Journal

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Labor Movements and Unions Legal and Labor Studies Management and Organizational Studies

Abstract

ABSTRACT Utilising case‐study research in two organisations this article considers the strategy underpinning managerially imposed systems of non‐union employee representation. Drawing on Dundon and Gollan's ‘sensitising framework’, an interplay of external factors and internal dynamics is seen to prompt objectives that are both defensive (union avoidance) and proactive in nature (e.g. the legitimisation of change). The article suggests that such goals represent ‘rival logics of action’, the tensions unleashed being ultimately reflected in the ineffective functioning of the institutions under review.

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References

1990Qualitative evaluation and research methods 1994Competitive Advantage Through People 2004The meanings and purpose of employee voice 1998Qualitative methods and analysis in organizational research 1987Strategy or Structure? Capital, Labour and Control 1995Works Councils: Consultation, Representation, and Cooperation in Industrial Relations 1985Job Redesign : Critical Perspectives on the Labour Process 1997The Future of Employee Representation

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2018Channels of employee voice: complementary or competing for space?2012Involuntary part‐time workers in Britain: evidence from the labour force survey 2015The Capacity for Mobilizatioin in Project-Based Cultural Work: A Case of the Video Game Industry 2022Employee choice of voice and non‐union worker representation 2011Private equity, ‘union recognition’ and value extraction at the Automobile Association: The GMB as an emergency service?2011‘Shopping for Voice’: Do Pre‐Existing Non‐Union Representation Plans Matter When Employees Unionize?

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