INTER-UNION CONFLICT IN A MULTI-UNION, NON-EXCLUSIVE BARGAINING REGIME: LESSONS FROM NEW ZEALAND 

Mark HarcourtUniversity of Waikato

Helen LamAthabasca University

IntroductionIntroduction

Problems with Majority and Problems with Majority and Exclusive UnionismExclusive Unionism

Advantages of Minority UnionismAdvantages of Minority Unionism

National Labor Relations ActNational Labor Relations Act• Sec. 7. [§ 157.] Employees shall have the right to self-organization, to form,

join, or assist labor organizations, to bargain collectively through representatives of their own choosing, and to engage in other concerted activities for the purpose of collective bargaining ... and shall also have the right to refrain from any or all such activities except to the extent that such right may be affected by an agreement requiring membership in a labor organization as a condition of employment ...

• Sec. 9 [§ 159.] (a) [Exclusive representatives; employees' adjustment of grievances directly with employer] Representatives designated or selected for the purposes of collective bargaining by the majority of the employees in a unit appropriate for such purposes, shall be the exclusive representatives of all the employees in such unit for the purposes of collective bargaining in respect to rates of pay, wages, hours of employment, or other conditions of employment ...

Potential for Inter-union Conflict Potential for Inter-union Conflict under Minority Unionismunder Minority Unionism

MethodsMethods

Question Categories on ConflictQuestion Categories on Conflict

ResultsResults

Conflict over IdeologyConflict over Ideology

Conflict over Organising/MembersConflict over Organising/Members

Conflict over BargainingConflict over Bargaining

Personality ConflictsPersonality Conflicts

Other ConflictsOther Conflicts

Conflict ConsequencesConflict Consequences  Minor

problemMedium-

sized problem

Major problem

One of Union’s biggest

problems

Total

Wasted time/resources coping with/resolving conflict

11(9%)

4(3%)

4(3%)

0(0%)

19(16%)

Loss of members to other unions 

13(11%)

4(3%)

0(0%)

1(1%)

18(15%)

Loss of members to individual agreements

14(12%)

1(1%)

1(1%)

1(1%)

17(15%)

Reduced bargaining power with employers 

5(6%)

10(9%)

1(1%)

2(2%)

18(15%)

Reduced informal influence over employers

7(6%)

1(1%)

0(0%)

2(2%)

10(8%)

Reduced lobbying impact on government 

4(3%)

1(1%)

1(1%)

1(1%)

7(6%)

Bad Public relations 3(2%)

1(1%)

1(1%)

0(0%)

5(4%)

Conflict Avoidance and ResolutionConflict Avoidance and Resolution

Conflict Resolution RecommendationsConflict Resolution Recommendations

ConclusionsConclusions

ConclusionsConclusions