Author:
Barton Ruth,van den Broek Diane
Abstract
AbstractDiscussions about deunionisation usually focus on lower levels of the workforce with managers seen as the initiators of deunionisation strategies. Managers, however, occupy contradictory positions as agents of capital, employees and possibly trade unionists. This can place them in the position of being both recipients and conduits in deunionisation strategies. The focus of the study is on Telstra, the major telecommunications carrier in Australia. Using a range of sources such as interviews and company and union materials, this qualitative research shows how between 1992 and 2000 Telstra's senior management's concerns over middle management agency prompted them to reframe the concept of a manager by using a set of managerial practices from the mining company CRA and the provisions of the Workplace Relations Act (1996) to individualise and deunionise their managerial ranks as a precursor to the deunionisation of the wider workforce.
Publisher
Cambridge University Press (CUP)
Subject
Organizational Behavior and Human Resource Management,Business and International Management
Reference73 articles.
1. Federal Court of Australia. (2001a, 03 21). Community and Public Sector Union v Telstra Corporation Limited, [2001] FCA 267.
2. Public Sector Union. (1993d, 06 29). Agreement as settlement between Telstra and the public sector union over contracts and conditions. PSU Internal Document.
3. The Neoliberal State, Trade Unions and Collective Bargaining in Australia
Cited by
1 articles.
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