UNION DERECOGNITION AND THE NEW HUMAN RELATIONS: A STEEL INDUSTRY CASE STUDY
通过一家非工会公司的案例，揭示了人力资源管理策略如何导致态度顺从、工作强化和工会活动压制，工人抵抗比以往研究更明显。
This paper presents a detailed case study of a non-union company that adopts a comprehensive HRM approach. Recent accounts of such workplaces identify benefits for employees inducing a perceived lack of need for union membership. This paper reveals a rather different picture in a case where some of the gains for employees proved illusory. Managerial strategy was geared towards attitudinal compliance, work intensification and the suppression of any counter-balancing trade union activity. The costs of compliance were high and management were exceptionally harsh upon individuals who could not or would not fit in. Workers resistance was more evident than in previous work suggesting they are not easily seduced by ‘human relations’ practices.