Constraints on union organising in the United Kingdom

Heery, Edmund; Simms, Melanie

doi:10.1111/j.1468-2338.2007.00472.x

Cited by 35 publications

(51 citation statements)

References 20 publications

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“…Our findings suggest that tensions between bureaucracy and democracy will mediate the extent to which managerialist approaches can be used within unions, adding support to the strategic choice theory and underlying arguments that unions can influence their fortunes (e.g. Campling and Michelson, 1998;Heery, 2006;Heery and Simms, 2008;Nowak, 2015). However, institutional and external pressures could see managerialism becoming more prevalent, with oligarchic and bureaucratic forces prevailing (deTurbeville, 2004;Martinez Lucio, 20121).…”

Section: Discussionmentioning

confidence: 97%

What are the consequences of a managerial approach to union renewal for union behaviour? A case study of USDAW

2017

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Purpose -The purpose of this paper is to explore the consequences of a managerial approach to renewal for a union's behaviour by analysing the UK's fourth largest trade union -The Union of Shop, Distributive and Allied Workers (USDAW). Design/methodology/approach -The findings draw on in-depth semi-structured interviews with union officials. Findings -The research findings show the significance of a managerialist approach to UDSAW's renewal strategy and its correlation with existing renewal strategies of organising and partnership. However, this approach was not immune to context, with tensions between agency and articulation challenging the basic concept of managerialism and influencing union behaviour.Research limitations/implications -The data were collected from a single case with a small sample size. Practical implications -The authors' findings suggest that tensions between bureaucracy and democracy will mediate the extent to which managerialist approaches can be used within unions adding support to the strategic choice theory and underlying arguments that unions can influence their fortune. However, institutional and external pressures could see managerialism becoming more prevalent, with oligarchic and bureaucratic forces prevailing, which could be particularly applicable to unions operating in challenging contexts, such as USDAW. The managerialisation of unions has consequences for union officers; with officers facing increasing pressure in their roles to behave as managers with attendant implications for role conflict, identity and motivation. Social implications -If managerialism is becoming more prevalent with unions, with oligarchic and bureaucratic forces prevailing, this has potentially wider societal implications, whereby collectivism and worker-led democracy could become scarcer within unions and the workplace, thus irretrievably altering the nature of the employment relationship. Originality/value -This paper brings together disparate themes in the literature to propose a conceptual framework of three key elements of managerialism: centralised strategies; performance management and the managerialisation of union roles. The authors' findings demonstrate how there is scope for unions to adopt a hybrid approach to renewal, and to draw upon their internal resources, processes and techniques to implement change, including behavioural change. Consequently, theories and empirical studies of union renewal need to better reflect the complexities of approaches that unions are now adopting and further explore these models within the agency and articulation principles that underpin the nature of unions.

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Section: Discussionmentioning

confidence: 97%

What are the consequences of a managerial approach to union renewal for union behaviour? A case study of USDAW

2017

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“…In terms of the latter, building high membership density in workplaces overseen by hostile employers is often not feasible, as potential members are only willing to join after their employer has granted 'approval' of the union (D'Art and Turner, 2005;Heery and Simms, 2008). Those attempts at 'attitudinal restructuring' of employer hostility through rational persuasion, whilst not entirely implausible, may be difficult to secure in the absence of wider institutional or structural change.…”

Section: Discussionmentioning

confidence: 99%

Unitarism and employer resistance to trade unionism

Cullinane

Dundon

2012

The International Journal of Human Resource Management

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“…The third and last micro-case reports and comments on discussions between the CFMEU's Chikmann Koh and the president Mr Philip E. Oh and the secretary Mr Hyun-Don (Peter) Shin of the Korean Tiler Association of Australia (KTAA) regarding the respective roles of the union and the community body and the possibilities for future alliances between the two bodies in certain cases. CFMEU strategy can only be described as innovative given that many trade unions in western countries remain essentially monolingual and monocultural despite the fact that the workforces that they represent are multilingual and multicultural (Heery and Simms, 2008). In terms of its general strategic focus, which can best be described as preventative rather than cure, the CFMEU aims to educate migrant workers about both their legal rights at work in Australia and the advocacy services that the CFMEU can offer.…”

Section: Introduction and Historical Contextmentioning

confidence: 99%