It is apparent from existing research in the United Kingdom (U.K.) and Australia that little is known about how forms of nonunion employee representation (NER) are composed, their independence from managerial influence, the “representativeness” of such bodies, and their accountability. In addition, little has been documented about the impact of such structures on either the managerial objective of securing consent to organizational change or the employee objective of influencing managerial decisions. This chapter attempts to address these issues by examining NER structures in Australia and the U.K.