It is apparent from existing research in the United Kingdom (U.K.) and Australia that little is known about how forms of nonunion em­ ployee representation (NER) are composed, their independence from managerial influence, the “representativeness” of such bodies, and their ac­ countability. In addition, little has been docu­ mented about the impact of such structures on either the managerial objective of securing con­ sent 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.