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dc.contributor.authorPeetz, Daviden_US
dc.contributor.authorFrost, Annen_US
dc.contributor.editorRichard B. Freeman, Peter Boxall and Peter Haynesen_US
dc.date.accessioned2017-05-03T13:24:18Z
dc.date.available2017-05-03T13:24:18Z
dc.date.issued2007en_US
dc.date.modified2009-10-23T05:24:32Z
dc.identifier.isbn9780801444456en_US
dc.identifier.urihttp://hdl.handle.net/10072/18549
dc.description.abstractThere are enough similarities across the six Anglo-American countries in context, institutions, and competitive environment to make learning from one another not only possible, but also highly practical. Unions need to recreate themselves while still maintaining their traditional core mission of representing employee collective interests in the workplace. Organizing, both internally and externally, will remain the key to achieving this objective. How unions go about organizing will be the challenge they now face. They need to appeal to workers who traditionally have not been their members and to workers who face a different set of constraints at work: part-time employment, contingent employment contracts, and often high levels of turnover. Once organized, new members must then be brought into the union as active and involved members. Internal union democracy is important to workers as they want a say in the governance of their union and about the direction the union pursues vis a vis their daily life at work. Unions require the active involvement of their members, which is not simply conflict with the employer, or a burst of activism when a new agreement is negotiated. Rather, active involvement of members will encompass effective participation of members in ongoing structures and processes of consultation and workplace governance. To be effective in this new context unions will require a new set of capabilities. Constructing a union vision for workplace change and ensuring it is communicated effectively to members is central to shaping how worker representatives engage with management in the workplace. The ability to cooperate with management from a position of strength is also a key requirement. Having a vibrant network of union trained member activists within the workplace will help unions in at least two critical ways. First, it will make engagement with the employer on the union's agenda much more likely. Second, where a free-rider problem exists, it will help to build the union within the workplace.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherILR Pressen_US
dc.publisher.placeIthaca, NYen_US
dc.publisher.urihttp://www.cornellpress.cornell.edu/en_US
dc.publisher.urihttp://www.cornellpress.cornell.edu/cup_detail.taf?ti_id=4689en_US
dc.relation.ispartofbooktitleWhat Workers Say: Employee Voice in the Anglo-American Worlden_US
dc.relation.ispartofchapter7en_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom166en_US
dc.relation.ispartofpageto180en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleEmployee voice in the Anglo-American world: What does it mean for unions?en_US
dc.typeBook chapteren_US
dc.type.descriptionB1 - Book Chapters (HERDC)en_US
dc.type.codeB - Book Chaptersen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.date.issued2007
gro.hasfulltextNo Full Text


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