This is a preview. Log in to get access Show Abstract The author argues for replacing the traditional union/non-union dichotomy with a more dynamic, nuanced typology of employment relationships and for viewing the contemporary workplace as an organization with multiple distinct but interacting employment models. Such a framework has clear potential advantages for the public policy debate as well as for those making a strategic choice of employment relations models. Moreover, the framework benefits researchers who may use it to refine their empirical studies of the diverse forms and combinations of representation and voice in contemporary workplaces in order to determine which perform best in different settings for different work groups. The real alternative to union organization, the author suggests, is not "no unions" or lack of representation, but some innovative form of representation and voice. Whether these alternatives are sustainable and powerful enough to do the job remains an empirical question that the field should be tackling with greater clarity and vigor. 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. This is a preview. Log in to get access Abstract The authors examine three phases in the unionization process among Imperial Oil Limited employees in Canada who, in 1993, decided to withdraw from a long-standing nonunion employee representation plan: the conditions leading to the propensity to unionize; the transformation into a bargaining unit; and post-certification behaviors and practices. The unionization process in this case study differed from that suggested by literature based on unionization among workers without a previous history of collective representation. In the pre-campaign phase, workers experienced a significant loss of perceived power due to changes in company practices and managerial style. Elected worker delegates to the nonunion representation plan spearheaded the union campaign. The union organizing phase allowed the company multiple opportunities for redress without unionization. Subsequent union attachment was diminished by continuing loyalty to aspects of the old system. 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. What is the difference between union and non union representation?Unionized employees are unable to negotiate their employment terms individually. They need to approach a collective agreement. A non-unionized employee can negotiate on their own behalf. They can request raises or changes to their employment agreement without needing to worry about the collective agreement.
What is a nonNon-unionized employees have individual agreements with the employer (employment contracts) and can, therefore, have individualized terms of employment. In a non-unionized workplace, an employer can pay employees who do the same job different amounts, let them have different work schedules etc.
Are there benefits to a non union workplace?Lower Employee Costs
Unions enjoy discretion in determining the total amounts of fees and dues. These fees and dues typically come directly out of the employees' paychecks. By working in non-unionized workplaces, employees avoid the costs imposed by unions, potentially boosting their total take-home pay.
What is a non union member?Employees in a nonunion negotiate the terms of their employment through individual contracts. In a nonunion job, the employers hold most of the power, which means that they develop their own guidelines and work expectations, including hours, wages and work schedules.
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Which of the following is a feature of a nonunion employee representation plan?
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