Non-union employee representation, union avoidance and the managerial agenda
|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.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.subject||J. E. Cairnes School of Business & Economics||en|
|dc.title||Non-union employee representation, union avoidance and the managerial agenda||en|
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