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While there is a strong logic favouring co-operation, it faces a central problem: the "free rider" or "cheat." Collectives find ways of promoting norms of solidarity and seek regulation to prevent free riding. Around two-fifths of Australian employees covered by collective agreements are free-riding non-members. Evidence suggests that the recent growth of free riding reflects institutional changes and not the decline of co-operative values and the ascendancy of individualism. The Canadian solution to the cheating problem, which is the Rand formula, inspired Australian unions to introduce (excessive) "agency fees" into collective agreements. These were eventually stopped by the state. Alternative models include "social obligation fees" - provisions for employees covered by the agreement to make a contribution to a voluntary organization of their choice.
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Each action of a decollectivizing employer - be it in the realm of employment practices, information or relational actions - has both real and symbolic dimensions that may be inclusivist, exclusivist or both. While many attempts at decollectivism are crude, Australia has seen the emergence of a coherent model of sophisticated decollectivist behaviour which has policy implications for many countries. Some analogies can be seen between certain sophisticated strategies of decollectivizing employers and state strategies of Oceania in Orwell's 1984, though there are many limits to such analogies and indeed to the success of decollectivist strategies, due to the contradiction between rhetoric and actions, employees' exposure to other discourses and the potential for union response and renewal.
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This paper examines the implementation of a model of systematic individualisation of the employment relationship by a large multinational corporation in Australia, operating with the support of a pro-corporate state, and the nature and effects of resistance. Principally through interviews with affected workers, we show how the symbolic and the real effects of employment practices, relational practices and informational practices were all aimed at removing freedom of association and replacing it with uncontested, union-free managerial control. We consider how workers and their families were affected by these strategies and how they and their union responded. // Cet article examine la mise en place d'un modèle systématique d'individualisation de la relation d'emploi par une grande multinationale australienne, cela avec le support d'un gouvernement partialement favorable au patronat. La nature et l'impact de la résistance des travailleurs syndiqués sont également mis à jour. Nous montrons, principalement à l'appui des témoignages des travailleurs en cause, comment les effets réels ou symboliques des pratiques d'emploi, ceux des pratiques relationnelles et informationnelles ont été utilisés de concert pour dénier la liberté d'association et la remplacer par un contrôle gestionnaire incontestable et exempt de présence syndicale. Nous relatons comment les travailleurs et leurs familles ont souffert de ces stratégies patronales et comment leur syndicat a rétorqué.
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- Journal Article (3)