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Anti-unionism, Employer Strategy, and the Australian State, 1996–2005

University of Sydney, Australia, r.cooper{at}econ.usyd.edu.au

Bradon Ellem

University of Sydney, Australia

Chris Briggs

University of Sydney, Australia

Diane van den Broek

University of Sydney, Australia

One of the outstanding features of contemporary Australian industrial relations has been the dramatic growth in employer de-collectivization strategies. Four dimensions of employer strategies, sometimes interlinked and overlapping, are identified and analyzed in this article—employer lockouts, individualization of bargaining, counters to organizing campaigns, and the use of human resource initiatives in areas such as recruitment and selection. While some tactics have emerged organically through new management practices, the reconfiguration of employer strategies has been primarily state-led; legislative and non-legislative interventions have created opportunities, incentives and pressures for firms to adopt anti-union strategies.

Key Words: anti-union legislation • collective bargaining • lockouts • organizing • HRM

This version was published on September 1, 2009

Labor Studies Journal, Vol. 34, No. 3, 339-362 (2009)
DOI: 10.1177/0160449X08319656


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