The ‘Servicing-Organising-Community Continuum’: Where Are Australian Unions Today?

Jerrard, Marjorie Ann; Cockfield, Sandra; Buttigieg, Donna Maree

doi:10.1057/9780230240889_7

Cited by 5 publications

(11 citation statements)

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“…Declining union density in countries such as Australia, coupled with the rise of neo-liberalism and labour market changes, has created a very difficult environment for unions and working people more generally. Those interested in how unions might effectively confront these challenges, renew their membership base and increase their political and industrial leverage have increasingly argued that unions need to draw on a broader range of strategies and tactics than those traditionally associated with the business, servicing and organising models of unionism (Jerrard, et al, 2009: 100; Turner and Hurd, 2001; Wills and Simms, 2004). The literature on union revitalisation is broad.…”

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

“…The literature on union revitalisation is broad. Recent research includes work on workplace organising (Brigden and Kaine, 2013; Simms et al, 2013); ‘inter-union collaboration’ (Brigden and Kaine, 2013); community–union coalitions, partnerships and alliances (Holgate, 2015a; Jerrard et al, 2009; Patmore, 1997; Tattersall, 2010; Wills, 2001); and community-based organising and advocacy (Milkman, 2010).…”

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

“…Wills, 2001) suggest that conventional union hierarchies and structures inhibit the potential of community unionism to revitalise the labour movement. Clawson (2003, cited in Jerrard et al, 2009) notes that top-down campaigns have a tendency to be effective only in the short-term and are ‘anti-democratic’ because workers have neither control nor responsibility. A case study by Jerrard et al (2009) of several Australian unions found such campaigns ‘lack the political change necessary to stimulate union renewal and are just an extension of a narrow organising approach’ (p. 102).…”

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

“…Clawson (2003, cited in Jerrard et al, 2009) notes that top-down campaigns have a tendency to be effective only in the short-term and are ‘anti-democratic’ because workers have neither control nor responsibility. A case study by Jerrard et al (2009) of several Australian unions found such campaigns ‘lack the political change necessary to stimulate union renewal and are just an extension of a narrow organising approach’ (p. 102). Tattersall (2005) maintains that ‘[d]eep coalitions require unions to commit to shared decision making and sharing power with community partners’ (p. 109).…”

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

“…Ross (2007) contends that a proliferation of titles such as ‘union–community coalition’ or ‘social unionism’ across the union renewal literature has muddied our understanding and our ability to ‘assess the relative effectiveness of the different forms it takes in practice’. As Jerrard et al (2009) note, ‘All approaches stress the need for unions to move beyond traditional practices and methods, and develop a community-oriented approach, but there is no consensus around the form and character of these relationships’ (p. 100).…”

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

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Back to grass roots: Peak union councils and community campaigning

Barnes

Balnave

2015

Econ. labour relat. rev.

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Peak union bodies in Australia have a long and influential history, and most recently have developed an approach to union revitalisation based on community-based campaigning strategies. In responding to labour market changes, declining union membership and hostile governments and employers, peak union bodies have developed new ways to strengthen the collective ability of their affiliated unions to successfully represent members at the workplace level. They have embraced local-level strategies that tap into community concerns and are aimed at capacity building across the labour movement. The resulting grass-roots organisations have the potential to shape both the workplace and the public domain. We explore one example of this approach: the establishment of Local Union Community Councils by Unions NSW. We argue that although peak bodies are well placed to spearhead community campaigning, the grass-roots councils being created will need to progress through several stages of development, if they are to become self-sustaining organisations, contributing effectively over the long term to community mobilisation and stronger, more coordinated union campaigns.JEL codes: J51, J53

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Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

Section: Literature Review: Union–community Alliances and Union Revitmentioning

confidence: 99%

See 3 more Smart Citations

Back to grass roots: Peak union councils and community campaigning

Barnes

Balnave

2015

Econ. labour relat. rev.

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Exploring performance management in four UK trade unions

Thursfield

Grayley

2016

Employee Relations

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This article explores performance management in four UK trade unions. Specifically, the extent to which managers in the four unions accept or dismiss the unitarist, disciplinary and performative values that arguably characterise performance management practices. Design/methodology/approach A qualitative research design was adopted to investigate trade union managers' interpretations of performance management. Managers were targeted because they hold the power to shape performance management practices in their specific areas. The research employed qualitative semi-structured interviews. Findings Performance management in trade unions is linked to the structure, purpose and orientation of different types of trade union. It is also linked to the wider environmental context. The trade union managers' interpretations of performance management are linked to disciplinary and performative values. As such they are comparable to the unitarist forms of performance management described in the literature. There are moreover, similarities and differences between the approaches to performance management between trade unions and for profit or public sector organisations. Originality/Value The article adds to the emerging literature on internal trade union management by highlighting a particular aspect of human resource management.

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Unitary practice or pluralist empowerment?

Thursfield

Kellie

2013

Personnel Review

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Purpose -The purpose of this paper is to explore management development in five trade unions. It investigates senior trade union managers' interpretations of management development, in particular, the extent to which they view management development as relevant to trade unions. The article also explores the link between managers' interpretations and the external environment for trade union activity. It considers the potential discord between the unitarist values and assumptions that arguably frame much management development literature and the democratic and pluralist values of trade unionism. Design/methodology/approach -This research takes an interpretive qualitative approach. In-depth interviews with nine key "elite" individuals representing five trade unions were carried out, in order to elicit their subjective interpretations of management development. Findings -Trade union managers view management development as necessary in the context of environmental uncertainty. Moreover, although management development in trade unions retains some unitarist assumptions, it is also linked to core trade union values of fairness and justice.Research limitations/implications -The in-depth qualitative interview design allows for exploration of management development activities in a small number of unions and from a management perspective. Further research is needed to explore the issues in a wider context. Practical implications -The paper begins to highlight and theorise management development in trade unions. Social implications -The article has implications in relation to the role of trade unions as employers. Originality/value -The article explores and theorises management development in relation to trade union management practices. It explores trade union education from the management development perspective rather than from an industrial relations or political education paradigm.

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The ‘Servicing-Organising-Community Continuum’: Where Are Australian Unions Today?

Cited by 5 publications

References 0 publications

Back to grass roots: Peak union councils and community campaigning

Back to grass roots: Peak union councils and community campaigning

Exploring performance management in four UK trade unions

Unitary practice or pluralist empowerment?

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