Ray Markey

Gender, part‐time employment and employee participation in Australian workplaces

The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.

Non-Union Employee Representation in Australia A Case Study of the Suncorp Metway Employee Council Inc. (SMEC)

Non-union representative employee participation recently has attracted increasing international attention in employment relations due to the growing representation gap in many countries as union membership declines, and mounting evidence of the benefits of representative employee participation for enterprise flexibility and efficiency. However, relatively little is known about Australian experiments in employee participation, although it is essential to learn from Australian experience in order to develop effective public policy. This case study represents a contribution to this larger project. SMEC is a non-union employee representative body that has adopted a European works council organizational model. The case study evaluates SMECs effectiveness as a non-union form of representative employee participation. It concludes that the opportunities for the formation of genuinely independent works council style organs of employee participation remain severely constrained by the current Australian regulatory environment, which tends to encourage a union substitution role.

Explaining Union Mobilisation in the 1880s and Early 1900s

in mass unionism was the existence of a system of compulsory state arbitration, from 1901 in NSW and from 1904 in the Commonwealth. It has commonly been observed that the legislation was critical in assisting rapid trade union growth in the early 1900s. This article examines in more detail the factors common to both the 1880s and early 1900s which contributed to union mobilisation, and reviews the evidence for a major role for the arbitration system in the latter period. It concludes that the statistics have been misused and misunderstood by those previously relying on them to argue that the arbitration system was critical for the expansion of unionism in the early 1900s. Union growth in the early 1900s seems to have had a similar basis to that in the 1880s: strong localised communities, perceived threats to working conditions, and a strong coordinating role by peak union bodies, together with a broad consensus providing a public place for unions. The role of the state was a critical factor in the early 1900s in constructing this public place for unions, even if the operation of the arbitration system itself was not a major direct contributor to union growth.

The Role of Unions in Achieving a Family-friendly Workplace

The role of unions in achieving a family-friendly organization can be pivotal through bargaining for family-friendly provisions. This role is determined not only by union monopoly power and the gendered structure of collective voice of the workforce, but also by national trends in the organization of work and the role of trade unions, as well as the relationship between individual unions and organizations. This case study of a New Zealand local government organization particularly focuses on the contrasts in family-friendly provisions of collective agreements negotiated by different unions at the same workplace. Using Gregory and Milner’s (2009) framework of ‘opportunity structures’, the article confirms that unions may have a key role in the provision of family-friendly policy, and provides a contextual picture of the relationships between family-friendly policy and organizational and union characteristics. This article suggests that strengthening the positions of unions and collective bargaining may be an effective route for the instigation of family-friendly policy.

Contemporary Trends in Employee Involvement and Participation

Employee involvement and participation have been at the heart of industrial relations since its inception, although much of the contemporary terminology has moved away from ‘industrial democracy’ employed by the Webbs in 1898. The labels and terms for employee involvement and participation have expanded and varied over time, reflecting different disciplinary bases (industrial relations, human resource management, psychology and political science), changing socio-economic contexts, competing goals between management, labour and government, and a variety of practices. This complexity has become problematical because not all terms are equivalent in their meanings and their different parameters are not always clearly defined. We attempt to provide some clarity by defining ‘employee voice’ or ‘participation’ as umbrella terms denoting a wide range of practices. The article also clearly delineates direct and representative approaches to employee participation, and their interrelationship. Two critical contemporary issues are the role of the state and the link between participation and organisational performance. The article concludes that the sphere of employee involvement and participation is likely to remain contested, but that its strategic viability is enhanced when linked with employee well-being as well as performance. Successful state intervention requires public policy integration and dialogue between government, employers and employee representatives.

The internationalisation of representative employee participation and its impact in the Asia Pacific

As the rationale for representative employee participation has become more compelling in recent years, the European works council model has become internationally influential. The 1994 European Works Council Directive gave further momentum to the internationalisation of this model within an expanding European Union, and potentially beyond the EU. This article surveys the existing structures for representative employee participation in the four countries of the Asia Pacific where they are the most substantial: Japan, Korea, the Philippines and Australia. Noting the limitations of representative employee participation in these countries, and more generally in the Asia Pacific, the article explores a major opportunity for developing multinational representative employee participation by exerting pressure on firms operating in the Asia Pacific which are subject already to the European Works Council Directive. It identifies the main firms in this category, and suggests a major role for global unions – the inte...

The people's party : Victorian labor and the radical tradition 1875-1914

A lively account of the Victorian Labor Partys attempts to find common ground between the competing demands of inner-city workers and farmers, Catholics and Protestants, trade unionists and disaffected liberals, teetotallers and boozers, socialists and feminists.

Employee Participation in Health and Safety in the Australian Steel Industry, 1935-2006

Occupational health and safety (OHS) representatives and committees are the principal form of employee participation mandated by legislation in Anglo-Saxon countries, and therefore have a strong base. However, their existence precedes legislation in some significant cases. This article undertakes a 70‐year historical analysis of the effectiveness and operations of one significant example of pre‐legislative OHS committees in an Australian steelworks. The study finds that effectiveness of the committees as a form of participation depended on a complex complementarity of variables, including relationship with unions, the nature of management commitment, the organizational industrial relations climate and the political and institutional macro environment, consistent with ‘favourable conjunctures’ theory.

The Role of the State in the Diffusion of Industrial Democracy: South Australia, 1972—9

Australia was not immune from the wave of employee participation that swept the globe in the 1970s. Governments at national and state levels developed policies for employee participation. The South Australian Labor government of the 1970s was arguably more proactive in promoting industrial democracy in a broader sense than any other Australian government. For a short period, it led the debate in Australia on these issues and contributed to international debates. This article traces the course of the South Australian experiment, and in the light of recent theoretical developments, attempts to explain the experiments demise.

Influence at work and the desire for more influence

What determines whether workers want more influence in their workplace? Much of the literature on employee voice assumes that employees desire a say in how they do their work, and that where they lack influence they are more likely to desire a greater say. This econometric study of 536 Danish and New Zealand employees in four industries indicates that workers’ desire for more influence was not dependent on how much influence they thought they already had. What mattered was age, length of service and specific organisational characteristics. Those who wanted more influence were not learning new things and did not feel that they received sufficient information about the workplace, and those who felt appreciated by management did not desire more influence. The results support human resource management literature that suggests the importance of integrated and mutually supportive ‘bundles’ of employment practices to support high performance.