The Influence of Human Resource Management on the Development and Maintenence of a Culture of Non-unionism in a Modern Multi-national.

This dissertation investigates the practice of human resource management in a major multinational organisation in the computer industry. The particular organization is a non union organisation and makes no excuses that its culture is one in which it believes management work more effectively in this environment. Reviewing the evolution of management to the present day, the author attempts to illustrate to the reader how such a culture is developed and maintained; By tracing the history of management through the various stages, one gains a clearer understanding of how management practices have evolved to such a stage where they can operate such a policy of non-unionism effectively in a highly competitive industry. In this particular case, though the organisation is a large multinational, with a workforce of 2000 core staff employees and 1000 peripheral employees they appear to have developed a formula for success using a HRM style of management and yet remain non-unionised. Their formula is based on a philosophy of adhering to a few simple principles and applying these rigidly. By adopting this approach it allows flexibility in other areas on a day to day basis to achieve a practical working environment. It would further appear that a management team that is committed to a communication system which keeps both it's workforce and the local/national community informed is an important component of this process. Other key components which emerge are the adoption of a policy of a flexible and an open approach by management. A remuneration package which is based on close attention to the individuals performance, and the development of a hybrid model of HRM which is capable of change as the requirements of the company and the industry it operates in also change. As this industry is a highly competitive and fast moving industry only such an approach may succeed