Employer opposition and union avoidance in the UK

Dundon, Tony

doi:10.1111/1468-2338.00232

Cited by 89 publications

(98 citation statements)

References 22 publications

(27 reference statements)

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“…2 The original case research is supplemented by debates undertaken in existing published work into resistance and misbehaviour in both Australia and Britain (van den Broek, 2002, 2003Dundon, 2002). Of course, there are limitations to such an approach, not least the retrospective nature of reviewing interview transcripts for a paper not specifically or explicitly led by any overall objective.…”

Section: Methodsmentioning

confidence: 99%

“…The employee, a delivery driver, explained this was because he expected he would need protection at some point in the future. At DeliveryCo, one call centre operative commented that she was a union member as a matter of principle, while at ChemCo, union membership related to the employee's craft status and long history of unionization for his occupation (Dundon, 2002).…”

Section: Counterposing Managerial Anti-unionismmentioning

confidence: 99%

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(Still) Up to No Good: Reconfiguring Worker Resistance and Misbehaviour in an Increasingly Unorganized World

Broek¹,

Dundon²

2012

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The way worker resistance and misbehaviour have been analyzed has undergone significant transformation over the past few decades. While researchers have observed the quantitative decline of formal or organized forms of industrial relations conflict, others have highlighted the emergence of informal and individualized (mis)behaviours. There have been a range of reasons advanced to explain both the decline in industrial disputes and in the lineal approaches to analyze workplace conflict. This article cautions the increasing tendency to analyze resistance and misbehaviour in an institutional vacuum. Drawing on longitudinal research across multiple organizational settings in Australia and Britain, the article identifies the longevity of institutional and structural factors to explain workplace behaviours, particularly among weakly organized workers. The evidence presented in this paper emphasizes the need to analyze employee resistance within its institutional context. The range of behaviours identified here in many non- or anti-union settings were shaped by the changing structural and institutional workplace regime: by sector, size, structure or managerial strategy (among others). By recognizing the importance of context and place, we argue that what is often portrayed as types of misbehaviour substitute for more assertive forms of resistance by workers who are vulnerable in the labour market or denied access to traditional collective structures of representation.La manière d’analyser la résistance ouvrière et les conduites déviantes des travailleurs a connu une transformation significative au cours des dernières décennies. Tandis que plusieurs chercheurs ont observé le déclin quantitatif des formes organisées ou de l’aspect formel des conflits en relations du travail, d’autres ont mis en lumière l’émergence de conduites d’opposition ou déviantes de nature informelle et individuelle. On a bien avancé un éventail de raisons explicatives à la fois du déclin des conflits en relations du travail et de l’apparition d’approches plus directes pour étudier le conflit sur les lieux du travail. Cet article invite toutefois à la prudence devant la tendance à analyser les phénomènes de résistance et de conduites déviantes dans un vacuum institutionnel. Prenant appui sur une recherche longitudinale auprès d’une multitude de milieux organisationnels en Australie et en Grande-Bretagne, l’article identifie la longévité de facteurs institutionnels et structurels pour expliquer les comportements en milieu de travail, particulièrement chez les travailleurs faiblement organisés. Les observations réalisées dans notre étude renforcent la nécessité d’analyser la résistance ouvrière dans son environnement institutionnel. Selon nous, les diverses conduites identifiées ici dans plusieurs milieux sans syndicats ou antisyndicaux ont été façonnées par les changements structurels et institutionnels survenus dans le régime même des relations du travail : selon le secteur, la taille, la structure ou la stratégie de la direction (entre autres chose...

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Section: Methodsmentioning

confidence: 99%

Section: Counterposing Managerial Anti-unionismmentioning

confidence: 99%

(Still) Up to No Good: Reconfiguring Worker Resistance and Misbehaviour in an Increasingly Unorganized World

Broek¹,

Dundon²

2012

Self Cite

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“…In the research survey of four subsidiary multinational companies, pharmaco, HR Adviser (2009 ) Otobo (1994) that inevitably in a unitary perspective, trade unionism is condemned and suppressed while any form of industrial conflict is seen as "irrational" and the sacking of striking workers is preferred to consultation or negotiation and such persons also support the enactment of laws to regulate workers behaviour. As a corollary to this view, a significant number of large multinational companies never tolerated union involvement or employee participation and has long implemented union substitution approaches (Dundan 2002).Thus, union avoidance, substitution or suppression is a strategy adopted to relegate workers to maximum control.…”

Section: Employee Involvement and Outcome Of Autonomy And Controlmentioning

confidence: 99%

Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria

Oghojafor

Mbah

2012

ijhrs

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This study addressed the complexities in decision-making on personnel policies and practices in the Multinational companies. The purpose was to examine the influence of human resource practices on outcome of autonomy and control in the selected Upstream Multinational oil companies in Lagos State, Nigeria. The study adopted a field survey research method with validated and tested reliable instruments, the questionnaire and the interview. The Cronbach"s alpha reliability test of all variables indicated (.876) above the recommended (0.7) cut off point of high reliability statistics. A Random Sampling Technique was adopted for selection of 5 (25.4%) of 22 companies in the Upstream Multinational oil sector as sample population while a total of 300 randomly selected research subjects represented respondents of the present study. The Chi-Square (X 2 ) Test, Pearson Product Moment Correlation Coefficient and the Regression Analysis were statistical tools used with the aid of Statistical Package for Social Sciences (SPSS) to test hypotheses. Findings revealed among others that influence of staff resourcing is more on outcome of autonomy and control in the subsidiaries; that when the influence of staff resourcing increases or is extensively established at the headquarters, it"s influence on outcome of autonomy and control also increases in the subsidiaries; that there is a significant direct relationship between outcome of autonomy and control and HR practice(s) which implies that when autonomy increases as a result of a corresponding increase in extensively established HR practice(s), employees gain more satisfaction on the job whereas, when control increases as a result of a corresponding increase in control strategies in HR practices, employees gain less satisfaction on the job. It was however concluded among others that a new policy redirection that is people-oriented be adopted to ensure more employee autonomy and less control in the Upstream MNC subsidiaries in Nigeria.

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“…non recognition in newly established sites) or on de-recognition in longer established firms (Gall, 1999;Dundon, 2002;Edwards & Ferner, 2002;. In Ireland, several studies have highlighted the marked increase in trade union avoidance, particularly among American MNCs establishing at greenfield facilities (cf.…”

Section: Employer Approaches To Trade Union Avoidancementioning

confidence: 99%

Subtle but deadly? union avoidance through “double breasting” among multinational companies

Gunnigle¹,

Lavelle²,

McDonnell³

2009

Advances in Industrial and Labor Relations

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This paper examines the use of so called 'double breasting' as a means of union avoidance among multinational companies (MNCs). Double breasting refers to the practice whereby multi-establishment organizations simultaneously operate establishments on both a union and non-union basis. Using survey data from the largest and most representative empirical investigation of employment practice in MNCs in Ireland to date and supplemented by qualitative data gathered from case based investigations in the subsidiary operations of American owned MNCs, we profile the incidence and pattern of this particular form of union avoidance as well as providing insights on management's rationale for so doing. Our findings suggest that a substantial and increasing number of unionized MNCs in Ireland are engaging in double breasting. This phenomenon is most evident among U.S. MNCs. We also find that employers, at both local and global level, has proactively initiated double breasting as a strategic ploy to increase management prerogative and better position subsidiary operations to attract new investment from corporate levels.

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Employer opposition and union avoidance in the UK

Cited by 89 publications

References 22 publications

(Still) Up to No Good: Reconfiguring Worker Resistance and Misbehaviour in an Increasingly Unorganized World

(Still) Up to No Good: Reconfiguring Worker Resistance and Misbehaviour in an Increasingly Unorganized World

Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria

Subtle but deadly? union avoidance through “double breasting” among multinational companies

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