So what’s the news? Management strategies towards non–union employee representation at News International

In an environment of what would appear to be a widening ‘representation gap’ developing in many organisations, there has been considerable discussion on the effectiveness of non–union employee representation (NER) structures as communication devices and mechanisms for employee involvement, or as a substitute for unions in the collective bargaining process. The underlying debate centres on whether NER forms make trade unions unnecessary, or whether NER forms have a role different from, but complementary to, that of unions at the workplace. The findings of this study suggest that a ‘substitute’ or union avoidance strategy as used at News International Newspapers could have limitations. The implications of not recognising these limitations could result in greater indirect union influence in workplace issues and greater employee dissatisfaction at the workplace.     

Employee representation and partnership in the non‐union sector: a paradox of intention?

Non‐union forms of employee representation have become increasingly prominent in UK workplaces in the last 15 years. In addition, partnership working has been encouraged by New Labour, the Chartered Institute of Personnel and Development, the Confederation of British Industry and the TUC as a route to higher commitment and higher individual and organisational performance. These trends have been further encouraged by recent European Union legislation. This article seeks to examine the implied linkages between non‐union employee representative mechanisms and partnership working and their influence on the effectiveness of employee voice as a conduit of high performance. The article is based on a case study organisation from within the UK finance sector, and data are drawn from semi‐structured interviews with managers and staff and a survey of employee attitudes. The article concludes that employers’ attempts to utilise a non‐union partnership framework for organisational gain are severely constrained by structural limitations on effective employee voice.     

Embedded collectivism? Workplace representation in France and Germany

In most countries of Western Europe it makes little sense to speak of non‐union employee representation, as this is understood in the Anglo‐American world, for the principle of collective representation independent of the employer is strongly institutionalised. In this article we examine experience in two countries. In Germany, works councils with a wide repertoire of rights typically work in close partnership with trade unions. The system has experienced strains in recent years, and a growing proportion of mainly smaller workplaces are covered neither by councils nor by collective agreements; but there is virtually no evidence of alternative ‘voice’ mechanisms, and systems of direct participation are normally introduced by negotiation with councils. In France, works committees have fewer powers, and a divided trade union movement has been less successful than its German counterpart in ‘embedding’ the legally mandated institutions, at least in the private sector. Despite some common trends in both countries, national distinctiveness remains very apparent. There is growing scope for managerial strategic choice, but this is still institutionally bounded. Much more generally, countries displaying characteristics of a ‘European social model’ can be expected to sustain a close articulation between union and ‘non‐union’ channels of representation.     

Partnership working and the cultivated activist

Critics and advocates of union–management partnership agreements offer competing assessments of the potential outcomes for workplace union representation. These include the attenuation of the role of lay activists and intra‐union conflict. In this case study of Amicus‐MSF at Legal & General partnership involved centralised decision making, membership loss and activist‐leadership tensions, but these were temporary. With employer support the local union leadership ‘cultivated’ a cadre of pro‐partnership activists with extended reach into management decision making, increasing membership and strengthening workplace organisation.     

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

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.     

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Recent years have witnessed increased research on the role of workplace partnership in promoting positive employment relations. However, there has been little quantitative analysis of the partnership experiences of employees. This article examines how the kinds of attributions employees make regarding indirect (union‐based) and direct (non‐union‐based) employee participation in workplace partnership might influence the process of mutual gains. It uses employee outcomes to reflect partnership gains for all stakeholders involved (i.e. employees, employers and trade unions). The article contributes to existing knowledge of workplace partnership by examining the potential role of the employment relations climate as an enabling mechanism for the process of mutual gains. The findings suggest mutual gains for all stakeholders are varied and mediated through the employment relations climate.     

The Impact of Employee Share Ownership Plans On Employee Participation and Industrial Democracy

This article examines employee participation in recently-formed employee share ownership plan organisations (ESOPS) in the UK. the various legal/institutional forms of ESOP are outlined prior to considering the nature and determinants of participative institutions and processes. It is suggested that there are three ‘constellations’ of ESOP in terms of employee participation:‘technical ESOPS’, ‘paternalist ESOPs’ and ‘representative ESOPs’. There are relatively few innovations in participation in the first of these, while in paternalist ESOPs, innovations centre on individualistic forms of participation and communication at the level of the workplace. In representative ESOPs employees gain more of a say in strategic decisions through such innovations as employee representation on company boards. It is argued that these differences in the nature of participation are due neither to differences in legal structure nor to variations in the extent of employee share ownership. Instead, participative systems are viewed as the outcome of the philosophies and objectives of those involved in the conversion to employee ownership.     

Cooperative unionism and employee welfare

Using British national survey data, this article assesses the impact of unions on management practices to reduce labour costs, implement high‐performance work systems, and make employee welfare provisions. Relative to non‐union workplaces, those with unions are found to have practices which are consistent with ‘mutual gains’ outcomes.     

What Do Employee Councils Do? The Impact of Non‐Union Forms of Representation on Trade Union Organisation

The article examines how non‐union forms of employee representation impact on employee attitudes to unionisation. Through an analysis of union derecognition and the introduction of an employee council in an aerospace plant, it explores a number of factors that may be important in both sustaining and undermining support for trade unions.     

Managed activism: two union organising campaigns in the not‐for‐profit sector

Two union recognition campaigns are contrasted: one focusing on developing workplace activism but with little sectoral focus (a ‘bottom‐up’ campaign), and the other with a sectoral strategy and less emphasis on workplace campaigning (a ‘top‐down’ campaign). The outcomes indicate the need for approaches, which allow both a strong workplace activism and a clear sectoral strategy as both the ‘top‐down’ and ‘bottom‐up’ strategies present difficulties. Although there are positive outcomes in both campaigns, the cases show that unions seeking to represent the interests of previously unorganised groups of workers need influence at both the sectoral and workplace levels if they are to demonstrate their effectiveness.     

A comparison of the effectiveness of employee voice arrangements in Australia

The incidence and effectiveness of different forms of employee voice were compared across three measures: perceived managerial responsiveness to employee needs, job control and influence over job rewards. Multiple regression analyses revealed that voice was perceived as most effective when an amalgam of different forms was present. The effective coexistence of different forms of voice challenges the notion that non‐union voice acts as a substitute for union representation.     

Why So Unhappy? The Effects of Unionization on Job Satisfaction*

Using linked employer–employee data we investigate the job satisfaction effect of union membership in Britain. We develop a model that simultaneously controls for the determinants of individual membership status and for the selection of employees into occupations according to union coverage. We find a negative association between membership and satisfaction. However, having accounted for selection effects, we find that the negative association is confined to non‐covered employees. This is consistent with ‘voice’ effects, whereby non‐covered members voice dissatisfaction to achieve union goals, and with the possibility that membership increases preferences for collective bargaining, thus lowering members’ satisfaction in non‐covered environments.     

Partnership and the development of trust in British workplaces

This article examines the alleged links between ‘partnership’ forms of managing workplace relationships in Britain and the development of intra‐organisational ‘trust’. The potential for mutually complementary linkages between the two are clear, in theory at least. Partnership should produce, nurture and enhance levels of interpersonal trust inside organisations, while trust legitimates and helps reinforce an organisation's ‘partnership’. Qualitative evidence drawn from the self‐reports of key participants in three unionised partnership organisations provides some support for the claimed linkages. But it also highlights weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. These offer insights into the process for managers, trade union officials, employee representatives and policy‐makers, as well as suggesting avenues for future research using trust as a theoretical framework.     

Choosing union representation: the role of attitudes and emotions

In the United States, most unions are recognised by a majority vote of employees through union representation elections administered by the government. Most empirical studies of individual voting behaviour during union representation elections use a rational choice model. Recently, however, some have posited that voting is often influenced by emotions. We evaluate competing hypotheses about the determinants of union voting behaviour by using data collected from a 2010 representation election at Delta Air Lines, a US‐based company. In addition to the older rational choice framework, multiple regression results provide support for an emotional choice model. Positive feelings toward the employer are statistically significantly related to voting ‘no’ in a representation election, while positive feelings toward the union are related to a ‘yes’ vote. Effect sizes for the emotion variables were generally larger than those for the rational choice variables, suggesting that emotions may play a key role in representation election outcomes.     

‘My Brilliant Career’? New Organizational Forms and Changing Managerial Careers in Japan,the UK,and USA

The end of the traditional management career has been heralded with supporting, albeit largely anecdotal, data. The ‘old’ career was set within internal labour markets in large organizations and characterized by long‐term stability. The ‘new’ arrangements have apparently shifted responsibility from employer to employee, with careers being developed across organizations. Such change is premised on new organizational forms and is often associated with a growing sense of employee insecurity. We explore the reality of this ‘new’ scenario through interpretation of in‐depth semi‐structured interviews conducted with middle and senior human resources managers in large firms in Japan, the UK, and USA. The data indicate that most of our case study organizations had downsized and delayered, with hybrid structural forms emerging. Career prospects were diminished, with fewer vertical promotions and a greater emphasis on lateral ‘development’; middle managers were generally resentful of such factors and forces. Although not directly reflective of ‘Anglo‐American’ business practice, similar changes to career trajectories were witnessed in Japan as in the UK and USA.     

Works council and trade unions: complementary or competitive? The case of SAGCo.

This longitudinal case study in a Japanese owned manufacturing company examines the relationship between union‐based representation and organisation and other forms of employee voice. The study covers the period before and after the passage of the Employment Relations Act 1999. During that period the Company voluntarily agreed to the recognition of an independent trade union at the same time as abandoning a pre‐existing employee works council and its replacement by a Japanese‐style company advisory board. The study investigates, inter alia, how far, and to what extent the inpending EU directive establishing mechanisms for employee information and consultation could influence existing trade union representation and organisation.     

The Effects of Union and Nonunion Forms of Employee Representation on High‐Performance Work Systems: New Evidence from French Microdata

This article investigates the effects of union and nonunion employee representation (ER) on the use of high‐performance work systems (HPWSs) in the French context. We use microdata from a nationally representative survey (REPONSE 2010–11) and estimate models dealing with the potential endogeneity of ER. After controlling for endogeneity and for a range of workplace characteristics, regression analyses suggest that neither union nor nonunion representatives are inherently against the use of HPWSs. Moreover, these forms of ER cannot be regarded as substitutes for one another. Results vary, depending on what type of bundle of practices is considered. © 2016 Wiley Periodicals, Inc.     

Representation at Suncorp – what do the employees want?

It is apparent from existing research that little is known about the effectiveness of non‐union employee representation (NER) voice arrangements in Australian firms. This article examines both the non‐union Suncorp‐Metway Employee Council (SMEC) and union voice arrangements at an Australian financial services firm, Suncorp, and assesses their effectiveness in representing the needs of employees. This study is unique because it is one of the few examples of dual representation channels at a single firm. Overall the findings suggest that the effectiveness of union and NER arrangements is dependent on the union and NER voice channels being perceived by the workforce as both representative and able to act effectively or independently. However, while trade unions may provide greater voice than non‐union arrangements, the strength of voice is dependent on the legitimacy and effectiveness of trade unions in representing employees' interests at the workplace. The findings also suggest that the marginalisation strategy used by the union in excluding SMEC from its industrial campaigns, coupled with employees' perception of a lack of effective union voice, could impact negatively on the influence that unions may have on management decision‐making. This could also be perceived by employees as an inappropriate response by the union to management substitution strategies. As a consequence, any changes to industrial relations policy or trade union strategies regarding NER should be considered in the light of these findings.     

Conceptualising the dynamics of employee information and consultation: evidence from the Republic of Ireland

The debate concerning the emerging regulatory environment for employee voice continues apace, in particular the requirements to inform and consult employees as a result of the European Employee Information and Consultation Directive. This article examines the processes used to inform and consult employees across 15 case studies in the Republic of Ireland. It evaluates different voice arrangements using a conceptual framework that seeks to capture the dynamics of different employee voice schemes across union and non‐union companies. The findings suggest that participation is more robust when the channels for information and consultation accommodate both conflictual and cooperative processes. It is shown that robust forms of participation are more likely through processes that facilitate independent representation. The evidence also shows that some employers may devise their own counterbalancing forms of (pseudo) consultation, in an attempt to minimise the impact of regulatory rights for employee voice.