Employee Relations: An International Journal

Fosh, Patricia; Morris, Huw; Martin, Roderick; Smith, Paul; Undy, Roger

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310043306

This is the second of two linked articles on the question of unionautonomy the first appeared in the previous issue of this journal. Itconsiders state control and approach to union autonomy in the widercontext of state controls on unions bargaining activities includingindustrial action. Two questions are posed whether there is anybalance between state respect for union autonomy and stateconfidence that union collective bargaining activities take place withina legally prescribed framework and how the state in the UK was able toshift so rapidly from the traditional, voluntary approach and theincipient neocorporatism of the 1970s, to the detailed and onerousregulation of union internal and external activities in the 1980s and1990s.

Ingham, Mike

1993 Employee Relations: An International Journal

doi: 10.1108/EUM0000000001033

Presents the results of a survey which reexamines the question ofwhich workers choose to belong to unions in the light of recenttheoretical developments in the area. However, the results also indicatethat various personal and jobrelated characteristics are important andthis suggests that unions are at least perceived to provide servicesfrom which individuals can readily be excluded if they do not join. Inan era when unions can no longer rely on closed shop provisions touphold their membership totals, such findings have important policyimplications.

McQuilkin, Joyce I.

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310043315

Investigates the effects of day of the week on work groupperformance at a contractoroperated, governmentowned facility thattests aerospace propulsion systems. Focuses on individual employeescontributions towards group performance and excludes the effects ofmechanical failures and test equipment problems on group performance.Using five performance measures hypothesizing that performance, asdirectly attributed to the employees, would be better on Monday andFriday than performance on Tuesday, Wednesday and Thursday, foundresults were significant for two of the performance measures. Discussesresults and implications for future research.

Vinten, Gerald

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310043324

The human aspects of mergers and acquisitions receive less emphasisthan the more easily controlled financial aspects. A review of theexisting literature and research suggests that mergers and acquisitionsoften fail or are suboptimal due to the neglect of these human aspects.Outlines factors which lead to success. Recommends alternatives whichmay minimize the behavioural problems, but this is unlikely to includethe joint venture, since it is quite similar to the fullblooded mergerin many respects. Human and environmental issues will increasingly be onthe corporate charter.