Do Bosses Still Love the Closed Shop?

Geare, Alan

doi:10.1108/01425459010138430

Cited by 5 publications

(6 citation statements)

References 3 publications

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“…In another section of the questionnaire a replication was done of the work by Geare (1990), discussed earlier in this paper. Respondents were asked to register agreement or disagreement on a Lickert scale with seven statements about the closed shop and to respond to three statements about whether closed shops should be encouraged or discouraged.…”

Section: Methodsmentioning

confidence: 99%

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

McGraw¹,

Palmer

1994

Journal of Industrial Relations

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Sydney 2007. The authors would like to thank two anonymous referees of the JIR for their helpful comments on an earlier draft of this paper. As always, any errors remain the responsibility of the authors. Copies of the survey referred to in this paper can be obtained from Peter McGraw.The closed shop is once again a focus of attention as the result of several states introdctcing legislation that seeks to outlaw the practice. This is despite a number of academic studies that have suggested that managers have much to gain from the closed shop and are often active supporters of it. In this study the impact of the anti-closed shop provisions of the Industrial Relations Act, 1991 (NSW) are assessed by way of a survey that asked seventy human resource managers to indicate how the legislation had affected their organizations. The same managers were also asked about their personal views on the closed shop and any advantages and disadvantages they associated with the practice. The study concludes that, at the time of the survey, the impact of the legislation was limited and that 60 per cent of the surveyed organizations continued to operate closed shops as they did before the Act came into effect. This is despite the fact that the majority of managers had a strong personal antipathy to the closed shop and claimed to see few advantages in the practice. A number of possible explanations are put forward to explain the dissonance between individual views and organizational practices.

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Section: Methodsmentioning

confidence: 99%

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

McGraw¹,

Palmer

1994

Journal of Industrial Relations

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“…Each of these claims was challenged due to lack of evidence, or refuted (Frenkel and Peetz, 1990: 75-6). National opinion surveys showed not decreasing but increasing support for the redistribution of income and wealth, with the net margin in favour of redistribution growing from 7 percentage points to 31 percentage points between 1990(McAllister and Clark, 2007. Australia in this regard is no different to most other countries, which show no systematic trend in public ideology towards individualism and away from collectivism (Peetz, 2010).…”

Section: Popular Ideology On Individualismmentioning

confidence: 99%

“…In the late 1970s and early 1980s Australian employers showed little interest in "doing away with unions" (Niland and Turner, 1982;also Spillane, 1980). By the mid 1990s the picture had dramatically changed, with employer values (Hilmer et al, 1993;Geare, 1990) and strategies decidedly more aggressively anti-union (e.g. Waring, 1999).…”

Section: Elite Ideology and Corporate Tiesmentioning

confidence: 99%

Labour and Employment in a Globalising World

2011

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“…Two recent studies have also found significant differences in managerial attitudes depending on sector. Geare (1990) found that the most significant variable in accounting for the variation in managerial attitudes to compulsory unionism was whether or not the manager worked in the public sector. Public sector managers were more likely to encourage compulsory unionism (1990,23).…”

mentioning

confidence: 99%

“…Managers at the time of this survey may in fact have been opposed to the agreements, or not seen any benefit arising from them, but were unable or unwilling to rescind them. Indeed, a recent study of the attitudes of Western Australian managers to the closed shop suggests that managers may no longer be 'enamoured of the closed shop' (Geare 1990). The dissolution of the banking industry closed-shop agreement by employers in 1984 provides another example of a possible change in managerial attitudes to the closed shop in the last decade.…”

mentioning

confidence: 99%

The Closed Shop in Australia

Zappalà

1992

Journal of Industrial Relations

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This paper reviews and up-dates previous work on the extent of compulsory unionism, or the closed shop, in Australia. It uses data from a secondary analysis of the Australian Workplace Industrial Relations Survey to estimate the extent, factors and sources of the closed shop in Australia. Four main conclusions are reached. First, the closed shop is a widespread phenomenon. Second, the main sources of variation in the closed shop are mainly sectoral, occupational and industrial. Third, the main sources of the closed shop are union-management agreements, custom and practice, and preference provisions in awards. Fourth, it is tentatively concluded that stability has characterized the closed shop at an aggregate level over the last decade, with changes being specific to certain industries.

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Do Bosses Still Love the Closed Shop?

Cited by 5 publications

References 3 publications

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

Labour and Employment in a Globalising World

The Closed Shop in Australia

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