Trading Places: Employers, Unions and the Manufacture of Voice
Using nationally representative workplace data for Britain we show that over the last quarter century union voice - especially union-only voice - has been associated with poorer climate, more industrial action, poorer financial performance and poorer labour productivity than nonunion voice and, in particular, direct voice. On the other hand, union-based voice regimes have experienced lower quit rates than non-union and "no voice" regimes, as theory predicts. Over that time, while the workplace incidence of voice has remained constant, with roughly 8 workplaces out of 10 providing some form of voice, there has been a big shift from union to non-union voice, particularly direct employer-made voice. Thus employers are prepared generally to bear the costs of voice provision and manifest a reluctance to engage with their workforce without voice mechanisms in place. The associations between non-union voice mechanisms and desirable workplace outcomes suggest that these costs may be lower than the benefits voice generates.
|Date of creation:||Aug 2008|
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- Alex Bryson & Paul Willman & Rafael Gomez & Tobias Kretschmer, 2007. "Employee Voice and Human Resource Management: An Empirical Analysis using British Data," PSI Research Discussion Series 27, Policy Studies Institute, UK.
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"Union organization in Great Britain,"
LSE Research Online Documents on Economics
19762, London School of Economics and Political Science, LSE Library.
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CEP Discussion Papers
dp0589, Centre for Economic Performance, LSE.
- Stephen Machin & Stephen Wood, 2005. "Human Resource Management as a Substitute for Trade Unions in British Workplaces," ILR Review, Cornell University, ILR School, vol. 58(2), pages 201-218, January.
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