TY - JOUR
T1 - Testing alternative models of human resource policy effects on trade union recognition in the Republic of Ireland
AU - Roche, William K.
AU - Turner, Thomas
PY - 1994/9/1
Y1 - 1994/9/1
N2 - This paper tests two alternative models of human resource policy effects on the incidence of union non-recognition in a sample of over 150 organizations in the Republic of Ireland. A series of scales of human resource policy sophistication is developed, guided by the broad body of theory in the area of HRM. A conceptual model linking HRM policies to union recognition/non-recognition is also elaborated. Two alternative theoretical models of HRM policy effects are developed and estimated using logistic regression. The first of these models, the ' ‘simple additive model’, tests for the discrete effects of various areas of human resource policy on the incidence of union non-recognition. Only the management of reward systems along HRM lines is significantly associated with the incidence of non-recognition. A second model, called the ' ‘threshold-fit model’ tests for a decisive overall HRM effect on union non-recognition in organizations which implement relatively sophisticated and internally consistent sets of HRM policies. A series of policy cross-dependencies or interaction effects is also allowed for in this model. Contrary to the predictions of the theoretical literature, no empirical support is found that such HRM policy combinations prove particularly impenetrable to trade unions. Line management dominance of HRM policy is found to be a significant factor in predicting non-recognition. The possibility that this factor is indicative of sophisticated human resource management is however discounted. The apparent failure of most areas of human resource policy to depress the likelihood of union recognition in Ireland is accounted for in terms of the wider framework and traditions of industrial relations practice in that country.
AB - This paper tests two alternative models of human resource policy effects on the incidence of union non-recognition in a sample of over 150 organizations in the Republic of Ireland. A series of scales of human resource policy sophistication is developed, guided by the broad body of theory in the area of HRM. A conceptual model linking HRM policies to union recognition/non-recognition is also elaborated. Two alternative theoretical models of HRM policy effects are developed and estimated using logistic regression. The first of these models, the ' ‘simple additive model’, tests for the discrete effects of various areas of human resource policy on the incidence of union non-recognition. Only the management of reward systems along HRM lines is significantly associated with the incidence of non-recognition. A second model, called the ' ‘threshold-fit model’ tests for a decisive overall HRM effect on union non-recognition in organizations which implement relatively sophisticated and internally consistent sets of HRM policies. A series of policy cross-dependencies or interaction effects is also allowed for in this model. Contrary to the predictions of the theoretical literature, no empirical support is found that such HRM policy combinations prove particularly impenetrable to trade unions. Line management dominance of HRM policy is found to be a significant factor in predicting non-recognition. The possibility that this factor is indicative of sophisticated human resource management is however discounted. The apparent failure of most areas of human resource policy to depress the likelihood of union recognition in Ireland is accounted for in terms of the wider framework and traditions of industrial relations practice in that country.
UR - http://www.scopus.com/inward/record.url?scp=84972813389&partnerID=8YFLogxK
U2 - 10.1080/09585199400000055
DO - 10.1080/09585199400000055
M3 - Article
AN - SCOPUS:84972813389
SN - 0958-5192
VL - 5
SP - 721
EP - 753
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
IS - 3
ER -