ABSTRACT
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.
