'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.
Chapter 6: Union Responses Towards Nonunion Employee Representation and Workplace Outcomes
Union Responses Towards Nonunion Employee Representation and Workplace Outcomes
During the 1980s, 1990s and through to the present day there have been rapid changes in industrial relations in the UK which have included union derecognition, a rise in non-union employee representation, partnership arrangements and union recognition. These changes have taken place against a background of changing political emphasis, economic pressures, declining union membership and density and a rise in the use of individualistic HRM practices.
This chapter reviews union strategies and approaches towards NER and, in particular, explores the ‘colonisation’ and ‘marginalisation’ strategies towards NER arrangements. This is achieved by reviewing representation arrangements before and after union recognition at Eurotunnel where the union works alongside a pre-existing Company ...