TRADE UNIONS have not been able to exert much leverage on the favoured strategies of management in companies responding to the recession, according to new research published yesterday.
In a study funded by the Labour Relations Commission, Prof William Roche of UCD and Prof Paul Teague of Queen’s University Belfast found that in many cases, the sheer scale of the recession meant that unions could do no more than acquiesce to the priorities set out by management.
The research found that the position of unions had been weakened further “by subdued and compliant employees, fearful for their jobs, pensions and livelihoods”.
In an address to a Labour Relations Commission symposium in Dublin, Prof Teague said that unions were facing a dilemma in dealing with management during the recession.
“If they go too far and are too compliant, they lose the support of members. If they are not fully engaged, they miss an opportunity to influence management plans. It is a careful balancing act.”
The research on “human resources in the recession” involved a survey of 444 employers, focus groups of 30 human resources managers and focus groups of 17 union officials.
