Trade union and management strategy : a case study of compulsory unionism

Dennis E. Mortimer

    Research output: Contribution to journalArticle

    Abstract

    It has been argued that compulsory unionism agreements have significant disadvantages for both employers and unions. For employers, such agreements can be seen to entrench union power and impose unreasonable restrictions on managerial prerogatives. For unions, even though there may be some potential advantages, these are seen to be outweighed by the disadvantages of a conscripted membership and officials who lose contact with the rank and file. This article examines the various trade union and management strategies involved in the case of one of Australia’s most significant compulsory unionism agreements, the Retail Industry Membership Agreement. Introduced in 1971, this agreement had the effect of turning the Shop Assistants’ and Warehouse Employees Union (now the Shop, Distributive and Allied Employees’ Association) into one of the largest unions in Australia. The agreement survived for twenty years and even in today’s decentralised, workplace-focused industrial relations environment, the Shop, Distributive and Allied Employees’ Association is still one of the largest unions with membership in some large retailers significantly in excess of the national average trade union membership.
    Original languageEnglish
    Number of pages17
    JournalEmployment Relations Record
    Publication statusPublished - 2001

    Keywords

    • Australia
    • case studies
    • industrial relations
    • labor unions
    • open and closed shop
    • retail trade

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