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journal article Human Resource Management as a Substitute for Trade Unions in British WorkplacesILR Review Vol. 58, No. 2 (Jan., 2005) , pp. 201-218 (18 pages) Published By: Sage Publications, Inc. https://www.jstor.org/stable/30038573 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $41.50 - Download now and later Abstract The authors use British workplace data for 1980-98 to examine whether increased human resource management (HRM) practices coincided with union decline, consistent with the hypothesis that such practices act as a substitute for unionization. Two initial analyses show no important differences between union and non-union sectors or between newer workplaces (which are likelier to be non-union) and older ones in the pattern of HRM practices over time; and the study's longitudinal analysis picks up no evidence of faster union decline in workplaces or industries that adopted HRM practices than in those that did not. Not only is the hypothesized substitution effect thus not supported, but the authors even uncover some evidence of a complementarity between unions and HRM practices. The authors conclude that increased use of HRM practices is probably not an important factor underpinning union decline in Britain. Journal Information Issued quarterly since October 1947, the Industrial & Labor Relations Review is a leading interdisciplinary journal, broad in scope and international in its coverage of work and employment issues. We also publish reviews of some 20 books per year. We define industrial relations to include a broad range of market, organizational, and institutional processes related to the world of work. Relevant topics include the organization of work, the nature of employment contracts, human resource management, employment relations, conflict management and dispute resolution, labor market dynamics and policies, labor and employment law, and employee attitudes and behaviors at work. Our articles are edited with the aim of making their findings and conclusions intelligible to all readers. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection. Quiz 13 & 14Question 11 / 1 ptsAn organization with this HR strategy is likely to have the most difficulty working cooperativelywith a labor union:Loyal Soldier HR strategyFree Agent HR strategy.Bargain Laborer HR strategy.Committed Expert HR strategy. 0 / 1 ptsWhich of the following is not an unfair labor practice for a union? Get answer to your question and much more 0 / 1 ptsWhat is the purpose of the National Labor Relations Board (NLRB)? Get answer to your question and much more 1 / 1 ptsWhich of the following is not provided for under the Wagner Act, also called the National LaborRelations Act? Get answer to your question and much more Why is a union not altogether consistent with the committed expert HR strategy?Why is a union not altogether consistent with the Committed Expert HR strategy? Unions emphasize benefits and short-term employees. Organizations with unionized employees tend to invest more money back into the business. Unionized organizations generally spend less on research and development.
How can unions and management work together?Organizational management and employee unions work better together if they both acknowledge that the other has a legitimate and valued purpose. Management controls the resources and work environment of an organization while unions represent employees in getting the best terms and conditions of employment.
What is the relationship between employers and unions?A trade union is an organisation made up of members (a membership-based organisation) and its membership must be made up mainly of workers. One of a trade union's main aims is to protect and advance the interests of its members in the workplace. Most trade unions are independent of any employer.
What strategies are used by unions?The tactics available to the union include striking, picketing, and boycotting. When they go on strike, workers walk away from their jobs and refuse to return until the issue at hand has been resolved.
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