Individualism, Collectivism, and the Case of Awards in Australia

Abstract

This paper offers an alternative framework for characterizing individualism and collectivism. This framework is constructed in terms of three dimensions of the employment relationship — who makes the rules; who is covered by the rules; and who enforces the rules. The value of the framework is demonstrated by applying it to the analysis of awards in Australia, revealing fundamental changes in the individualist/ collectivist character of awards over the last 20 years.

Managerial support

“…Notwithstanding, recent reports show that union influence remains on the decline (e.g. ABS, 2013; Baraghoshi and Bilginsoy, 2013; Bray and Macneil, 2011), which is not expected to alter the validity of the findings. As this study was conducted in Australia, the applicability of the findings may not be relevant in countries with distinct environmental and cultural contexts.…”

“…Union power in European and other Western countries has been diminished over the past several decades (Baraghoshi and Bilginsoy, 2013; Carter and Cooper, 2002; Sapelli, 2009), as in Australia (ABS, 2013; Bray and Macneil, 2011), due to environmental changes such as industrial reorganization, globalization, technological change and economic downturn (Catano, 2010). Goslinga and Sverke (2003) noted that unions need to be adaptable to change in order to survive.…”

“…On the other hand, this has coincided with a reduction in union and employee power, raising concerns about negative outcomes for employees, such as reduced working conditions, job security, flexibility and remuneration and increasing workloads. While Bray and Macneil (2011) point out the association between lower union membership with a decline in collectivism and a rise in individualism, collective bargaining has evened out some of the impact (Connolly et al, 2012) although, given the current state of the market and the effects of the global financial crisis, there are employees who have limited options. This can ultimately lead to a reduction in employee performance, commitment and increased turnover (Sturman et al, 2003).…”

“…Environmental changes have led to a decline in union power over the past several decades (e.g. Baraghoshi and Bilginsoy, 2013; Bray and Macneil, 2011; Carter and Cooper, 2002; Judzik and Sala, 2013; Sapelli, 2009), leading to increased working hours, higher stress levels and job insecurity (e.g. ACTU, 2013; Pollert and Charlwood, 2009).…”

Boundaryless Career and Career Outcomes: The Mediating Role of Individual Career Management Behaviours

“…Acceptable Indicator Reliability was also established through the study of factor loadings that all were over 0.4. Convergent Validity (Unidimensionality) was also established through the Average Variance Explained (AVE) that was found to be over or around 0.5 according to the strict Fornell & Larcker criterion (Bray and Macneil, 2011). Finally Discriminant Validity was also established through the study of cross-loadings being lower than loadings on the assigned latent variable.…”