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Non-union employee representation, union avoidance and the managerial agenda

ARAN - Access to Research at NUI Galway

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dc.contributor.author Donaghey, Jimmy en
dc.contributor.author Cullinane, Niall en
dc.contributor.author Dundon, Tony en
dc.contributor.author Dobbins, Tony en
dc.date.accessioned 2011-08-10T15:31:31Z en
dc.date.available 2012-05-01T15:06:35Z
dc.date.issued 2011 en
dc.identifier.citation J. Donaghey, N. Cullinane, T. Dundon, and T. Dobbins, 2011, Non-union employee representation, union avoidance and the managerial agenda, Economic and Industrial Democracy. en
dc.identifier.uri http://hdl.handle.net/10379/2126 en
dc.description.abstract Non-union employee representation is an area which has attracted much interest in the voice literature. Much of the literature has been shaped by a dialogue which considers NERs as a means of union avoidance. More recently however scholars have suggested that for NERs to work in such contexts, they may need to be imbued with a higher set of functionalities to remain viable entities. Using a critical case study of a union recognition drive and managerial response in the form of an NER, this paper contributes to a more nuanced interpretation of this dialogue. A core component of the findings directly challenge existing interpretations within the field; namely that NERs are shaped by a paradox of managerial action. it is argued that the NER failed to deliver for employees because of structural remit, rather than through any paradox in managerial intent. en
dc.format application/pdf en
dc.language.iso en en
dc.subject Non-union representation en
dc.subject Union avoidance en
dc.subject Worker participation en
dc.subject Case-study en
dc.subject Management en
dc.subject J. E. Cairnes School of Business & Economics en
dc.title Non-union employee representation, union avoidance and the managerial agenda en
dc.type Article en
dc.local.publishedsource http://dx.doi.org/10.1177/0143831X11401924 en
dc.description.peer-reviewed peer-reviewed en

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