• Summary
  • Contents
  • Subject index

'Can employees have effective voice without independent collective organisation? In the UK, unlike most of continental Europe, government and employers typically answer yes. Gollan's detailed study provides sound reasons for scepticism' - Richard Hyman, Department of Industrial Relations, LSE 'We know very little about the non-union sector in Britain despite the fact that it now embraces the clear majority of the workforce. The publication of Paul Gollan's Employee Representation in Non-Union Firms therefore represents a very important addition to the field. Based on extensive and detailed in-depth study of some leading non-union employers, it throws new light on the ways in which employee interests are represented in such firms' - Prof John Kelly, Birkbeck College 'Are non-union systems of representation (NER) an acceptable alternative to union-based systems or do they infact complement more traditional forms of union representation?' - Bruce Kaufman, Georgia State University Robinson College of Business This book is the first of its kind to answer this challenging question. It offers a comprehensive overview of NER in the UK and locates UK practice within an international context. Readers are invited to consider the potential implications and limitations of NER arrangements, and to examine how unions respond to these NER arrangements through bargaining, consultation and representation processes. Throughout issues are addressed on both a macro and micro level. The book reviews the literature and examines current practice using survey data and original case analysis. Engaging readers who are studying industrial relations, human resource management, employee involvement and consultation, unions and management strategy, it will also be appeal to practioners working in these areas.

Non-Union Representation Revisited
Non-union representation revisited
Introduction

This chapter addresses the current debates concerning NER arrangements from an international context. In particular, it examines the conceptual issues surrounding NER arrangements, addressing the question of whether they are a ‘substitute’ for unions or are in some way a ‘complement’ to current union forms, by exploring the relationship to unionism and employer strategies in establishing NER arrangements. In addition, the chapter reviews the current theory and raises debates around: management strategies towards NER; the perceived effectiveness of NER arrangements; NER arrangements as a complement or substitute for union representation; and issues involved in the process of transition from NER to unionism. This chapter also examines issues of power and influence, autonomy and independence in contributing to employees’ propensity to ...

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