Australian trade unions' responses to Human Resource Management initiatives in a globalized era

Within the development of a human resource (HR) philosophy, the HR function has been elevated to take an active role in business strategic planning processes. It should be co-ordinated and integrated to support the notion of human resources as a source of competitive advantage, and these changes should be accompanied by greater involvement in HR matters by all managers and employees as part of their everyday work. This research focuses on the role of trade unions and their strategies in maintaining a pro-active position within workplaces that embrace a HR framework. If the goal of a unified workforce, committed to common goals, is to be realized it is critical that industrial relations reflect this philosophy. Employee commitment becomes a pivotal precondition for success. This view raises questions about whether dual commitment to both the organization and union is possible, or indeed whether such an approach precludes the need for unions. Greenfield sites, relatively free from past negative stereotypes, have been identified for the research because they offer an untarnished opportunity for the practice of effective HR principles and the observation of union responses.