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One of the major obstacles unions face in building influence in the workplace is the opposition and resistance from those that own those workplaces, namely, the employers. This volume examines the nature of this anti-unionism, and in doing so explains the ways and means by which employers have successfully maintained their right to manage, One of the major obstacles, if not the major obstacle, unions face in building their influence in the workplace is the opposition and resistance from those that own those workplaces, namely, the employers. Global Anti-Unionism examines the nature and form of this anti-unionism, and in doing so explains the ways and means by which employers have successfully maintained their right to manage. The role of the state is also considered at length as part of the process by which employer domination has been maintained. Set in the context of the global north and south, this volume provides an introduction to the key theories and concepts, followed by historical and contemporary sections examining different countries

"One of the major obstacles, if not the major obstacle, unions face in building their influence in the workplace is the opposition and resistance from those that own those workplaces, namely, the employers. Global Anti-Unionism examines the nature and form of this anti-unionism, and in doing so explains the ways and means by which employers have successfully maintained their right to manage. The role of the state is also considered at length as part of the process by which employer domination has been maintained. Set in the context of the global north and south, this volume provides an introduction to the key theories and concepts, followed by historical and contemporary sections examining different countries"--

PurposeThe purpose of the article is to outline the insights provided by Alan Fox in Man Mismanagement in relation to the rise of the New Right political economy and the spread of unitarist managerialism. The article assesses the contemporary work and employment relations implications of mismanagement arising from a "second wave" of the New Right ideology from 2010 in the UK.Design/methodology/approachResponding to the Special Issue on Alan Fox, the article focuses on Alan Fox's book Man Mismanagement, considering industrial relations developments arising between the 1st (1974b) and 2nd (1985) editions relating to the political rise of the New Right. It reviews various literature that illustrates the contemporary IR relevance of the book and Fox's insights.FindingsThe New Right's ideology has further fragmented work, disjointed labour rights and undermined collective industrial relations institutions, and macho mismanagement praxis is even more commonplace, compared to when Fox wrote Man Mismanagement. The stripping away of the institutional architecture of IR renders the renewal of pluralist praxis, like collective bargaining and other forms of joint regulation of work, a formidable task.Originality/valueThe value of the article relates to the identification of dramatic historical industrial relations events and change in the UK in Alan Fox's book Man Mismanagement, most notably relating to the rise to power of the Thatcherite New Right in 1979. Originality is evidenced by the authors' drawing on Fox's ideas and assessing the implications of the "second wave" of the New Right in the contemporary industrial relations (IR) context of the 2020s under the conceptual themes of fragmented work, disjointed labour rights and undermined collectivism.

peer-reviewed ; This article examines the responses of the industrial relations actors to the economic crisis in Ireland and the impact on collective bargaining. The data were collected at national, sectoral and workplace levels. We find the existence of both change and continuity, with increased diversity in collective bargaining in manufacturing, including a distinct shift to enterprise bargaining shaped by the capacity of management and local union representatives to adapt to wider pressures. We consider the implications for government, employers and unions. ; PUBLISHED ; peer-reviewed

PurposeThe purpose of this paper is to examine the roles and influence of shop stewards under workplace partnership regimes in five case study firms in the Republic of Ireland. It aims to assess the dynamics and potential longevity of partnership relationships.Design/methodology/approachA framework is utilised which analyses the scope, breadth and depth of union influence in terms of the structure of partnership processes and the capacity of agency to affect relations among shop stewards, union members and plant management.FindingsThe findings show that while union representatives view partnership in a positive light, there remain problems as to the longevity of partnership owing to management control and a disconnection between national (government) and local (workplace) support mechanisms for partnership. The paper concludes that social partnership is a process that remains anchored in a relationship of both antagonism and accommodation between capital and labour.Originality/valueMuch of the extant literature tends to focus on the outcomes of partnership in terms of the gains or losses to either management and/or unions. In this paper, the focus is on the way the "processes" of social partnership shape the behaviour and roles of workplace union representatives. A number of theoretical and policy implications are discussed.

Seeks to locate the role of trade unions in bargaining for vocational education and training (VET) within the context of workplace industrial relations. Drawing on the experiences and findings of a TUC project aimed at improving union awareness of training initiatives, argues that any clear distinction between distributive and integrative bargaining ignores the complexity, dynamics and variation found at different workplaces. Further suggests that both policy‐makers and government agencies have misplaced the vital role which trade unions offer in formulating both a coherent labour relations and ultimately a training strategy which can utilise employee skill formation. Also suggests that a review of the voluntary employer‐led system is long overdue.