HRM Paradigm and Trade Unions

Paper Summary:

This paper discusses human resource management (HRM) as an internal tool to help businesses streamline labor issues and increase the flexibility of the labor force of a company. The author also analyzes trade unions and explains how they can have both positive and negative effects on businesses. The paper then compares unions to HRM to study which is better for the employee or employer.

From the Paper:

"Though HRM is clearly much more than a greater developed communication standard between management and unions, this aspect of HRM is clearly incompatible with unionization and the traditional standard of advocating for employee concerns against business demands. The unions have been in a position to research, independently, and with the assistance of businesses trade and market issues that helped them develop greater knowledge of the ability of a market to absorb greater pay and or social services for employees, without the intrusion of business on the findings. Now, the persuasive power of business representatives can have a greater influence on the outcomes of union demands and gains."

Sample of Sources Used:

• Flanagan, D. J., & Deshpande, S. P. (1996). Top Management's Perceptions of Changes in HRM Practices after Union Elections in Small Firms: Implications for Building Competitive Advantage. Journal of Small Business Management, 34(4), 23.
• Lee, E. (1998). Trade Union Rights: An Economic Perspective. International Labour Review, 137(3), 313.
• Wells, D. (1993). Are strong Unions Compatible with the New Model of Human Resources Management? Relations Industrielles, 48(1), 56-85. Retrieved1, August 2008. http://www.erudit.org/revue/ri/1993/v48/n1/050832ar.pdf

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• Research Paper # 150193 : "New Zealand Council of Trade Unions (CTU)"

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