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Union Derecognition and the New Human Relations: A Steel Industry Case Study

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  • Nicholas Bacon

    (School of Management and Finance Portland Building University of Nottingham University Park NOTTINGHAM NG7 2RD)

Abstract

This paper presents a detailed case study of a non-union company that adopts a comprehensive HRM approach. Recent accounts of such workplaces identify benefits for employees inducing a perceived lack of need for union membership. This paper reveals a rather different picture in a case where some of the gains for employees proved illusory. Managerial strategy was geared towards attitudinal compliance, work intensification and the suppression of any counterbalancing trade union activity. The costs of compliance were high and management were exceptionally harsh upon individuals who could not or would not fit in. Workers resistance was more evident than in previous work suggesting they are not easily seduced by `human relations' practices.

Suggested Citation

  • Nicholas Bacon, 1999. "Union Derecognition and the New Human Relations: A Steel Industry Case Study," Work, Employment & Society, British Sociological Association, vol. 13(1), pages 1-17, March.
    • Handle: RePEc:sae:woemps:v:13:y:1999:i:1:p:1-17
    DOI: 10.1177/09500179922117764
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    References listed on IDEAS

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    1. T. Dickson & H. V. McLachlan & P. Prior & K. Swales, 1988. "Big Blue and the Unions: IBM, Individualism and Trade Union Strategy," Work, Employment & Society, British Sociological Association, vol. 2(4), pages 506-520, December.
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