The paper "Reconceptualising Voice in the Non-Union Workplace" is a wonderful example of an assignment on human resources. There are no absolutes on whether the understanding defined by Dundon and Gollan (2007, p. 1192) can accommodate successful workplace change. On one hand, managerial strategies that encourage non-unionization may succeed in winning over employees, who will stick with the employer’ s position for as long they are treated right. For example, an employer who treats his employees well by providing them with good salaries, leave-days, sick-offs, and benefits among other things can successfully persuade the same employees against joining unions.
To accommodate workplace change, such an employer would need to be open to the views and opinions of employees at all times. Additionally, he must be willing to act on the suggestions or opinions of his employees. However, if the employees collectively think the employer is not paying enough attention to their suggestions or opinions, then the possibility of them considering unionization could arise. Alternatively, employees could forge solidarity in an effort to force the management to react to their calls for change. According to Dundon and Gollan (2007, p.
1187) “ ... an absence of employee influence or lack of recognition from management about employee effort can lead to a more militant workforce, as inter-group solidarity is realized as a countervailing source of power against management” . In such situations, employer-driven workplace changes may be unsuccessful especially considering that the solidarity forged by employees would make them alert about any initiatives by the employer. Although the employer may not face retribution from employees such as industrial action, demarcation, or stoppages, it is worth noting that employees can mobilize resistance towards workplace policies, to the extent of making the employer give in to their demands.
However, it is noteworthy that the bargaining power of the non-unionized employees would be relative to their perceived worth in the organization and the extent that the management prerogative is considered legal.
Bray, Waring & Cooper (2011, Chapter 10)
Dundon, T & Gollan, P J 2007, ‘Reconceptualising voice in the non-union workplace,’ the International Journal of Human Resource Management, vol. 18, no. 7, pp, 1182-1198.
Gollan, P J 2003, ‘Faces of non-union representation in the UK: management strategies, processes and practice’, International Employment Relations Review, vol. 9, no. 2, pp. 1-32.
Wailes, N, Lansbury, R, & Kirsch, A 2009, ‘Globalisation and varieties of employment relations: An international study of the automotive assembly industry,’ Labour and Industry, vol. 20, no. 1, pp. 89-106.