How managers perceive cooperation and codetermination with unions: some Australian and US comparisons

Raymond Markey*, Simon Pomfret

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review


This chapter seeks to answer the question 'what do managers mean by cooperation with unions?', by exploring the degree of cooperation which they have with unions, the extent to which they support joint decision-making with unions, and linking the two. The study is based on a survey of managers in the highly unionised Illawarra region of Australia, with a brief comparison to the attitudes of some of their counterparts in the United States. The Illawarra data is based on a representative sample of workplaces, in terms of industry dispersion, in a region where industrial relations are not typical of Australia. The US data is based on a non-representative national sample of large corporations, in unionised industries. The comparative analysis found that there was in the Illawarra a strong and significant positive correlation between variables joint and relationship. This outcome was in direct contrast to the US study, where there was a negative and highly significant correlation coefficient.
Original languageEnglish
Title of host publicationModels of employee participation in a changing global environment
Subtitle of host publicationdiversity and interaction
EditorsRaymond Markey, Paul Gollan, Ann Hodgkinson, Alain Chouraqui, Ulke Veersma
Place of PublicationAldershot
PublisherAshgate Publishing
Number of pages17
ISBN (Electronic)9781315189284
ISBN (Print)9781138730830, 0754618668
Publication statusPublished - 2001
Externally publishedYes

Publication series

NameRoutledge Revivals

Bibliographical note

First published 2001 by Ashgate Publishing. Reissued 2018 by Routledge.


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