Hacia el establecimiento del concepto de Identidad Nacional

This section explores the various models of approaches to EV. Tuselmann, McDonald & Thorpe (2006) conceptualise employee relations (ER) into two broad typologies or dimensions: either a collective or a direct employee involvement policy dimension. Tuselmann et al. (2006) build on previous work done by Guest and Conway (1999), and argue that the collective employee involvement policy dimension focuses on trade unions and/or a non-union channel of employee representation. This highlights the degree to which the ER priorities of management are aimed towards representative systems, that is, those with third-party involvement (Tuselmann et al., 2006). On the other hand, the direct employee involvement policy dimension focuses on the degree to which the ER priorities of management are aimed towards the individual employee. Employee consultation, participatory mechanisms and direct information sharing are all components of a direct employee involvement policy (Tuselmann et al., 2006). Collective and direct employee involvement policy dimensions lead to four broad ER approaches (Guest & Conway, 1999; Tuselmann et al., 2006). The collective ER dimension can be classified as both an indirect approach and part of a dualistic approach to employee relations. The indirect approach is the traditional collective approach to employee relations and mainly encompasses union and non-union channels of representation. In other words, employees are represented by a third party. The dualistic approach – as the term “dual” suggests – is a hybrid model and comprises of a full range

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of both direct and indirect voice structures. The collective and direct involvement dimensions both complement each other in this partnership arrangement that Tuselmann et al. (2006) have termed a dualistic approach to ER. The direct dimension can be classified as the “high road” direct approach and as the “low road” minimalist approach to ER (Tuselmann et al., 2006). The direct “high road” approach involves the bulk of direct, high employee involvement practices such as employee consultation, participation and information sharing. Direct practices are most dominant with a few traces of the indirect approach.

2.4.1 Model Utilised in this Thesis

While Tuselmann et al. (2006) focused on employee relations, this thesis utilises the model developed by Lavelle et al. (2010) to expand the knowledge of EV in foreign- owned MNEs operating in the Australian context. Lavelle et al. (2010) drew upon the work of Tuselmann et al. (2006) and distinguish EV based on a typology of four types: indirect, direct, dualist and minimalist. According to the model (see Figure 3.1), MNEs that adopt an indirect approach to EV may have a few direct mechanisms, and indirect voice mechanisms are more dominant. MNEs that adopt a direct approach to EV may have a few elements of indirect voice mechanisms; however, direct voice structures are more dominant. MNEs that adopt a dualistic approach to EV utilise a complete range of both direct and indirect EV mechanisms. A minimalist approach refers to the absence of voice channels that fit into the direct or indirect categories of EV. Some voice structures may be present with this approach; however they are not enough to qualify as either a direct or indirect approach (Lavelle et al., 2010).

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INDIRECT DUALISTIC

(Traditional Collective Approach) (Both Direct and Indirect Voice structures)

MINIMALIST DIRECT

(Neither Direct or Indirect Voice Structures) (High Involvement Approach)

Figure 2.1 EV Approaches Adopted from Lavelle et al., (2010)

This thesis will use the model outlined in Figure 2.1 as a framework to examine employee voice in foreign-owned MNEs operating in Australia. A key contribution of this thesis is that it will use this framework to analyse the influence of a SHRM approach as well as union presence on EV. Moreover, this model will be used to develop propositions in Chapter Three regarding the influence of various organisational factors to make inferences about their effect on EV.

2.5 Summary

This chapter provided an in-depth discussion of EV providing theoretical evidence. Furthermore, this chapter discussed the different categorisations of EV and analysed the role of trade unions and a SHRM approach. The global mindset and theoretical rationale for this thesis were also highlighted. Apart from an MNE’s global mindset (that is, the MNE’s strategy), this thesis aims to explore theoretical approaches such as the institutional perspective and varieties of capitalism. Furthermore, this chapter

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introduced and explained the analytical framework that this thesis adopts to address the research questions that are presented in Chapter One. Additionally, it discussed the four EV archetypes (indirect, direct, minimalist and dualist) and explained the model that forms the cornerstones of this thesis. Chapter Three will introduce the Australian institutional context with a strong focus on MNEs and their importance. It will also shed light on the evolution of IR in Australia. Furthermore, Chapter Three will present various propositions to address the research questions and determine the character of EV practices in foreign-owned MNEs operating in Australia

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Chapter 3

Literature Review: Australian Context and Related Propositions

3.1 Introduction

Chapter Twoprovided an overview and in-depth analysis of EV in unionised and non- unionised environments focusing on foreign-owned MNEs operating in Australia. Chapter Two also outlined the role of trade unions and introduced the concept of a SHRM approach to employee participation. Chapter Three provides an overview of the Australian employment relation’s context and focuses on the importance of foreign owned MNEs in the Australian context. This chapter also sheds light on the unique Australian institutional context. Furthermore, this chapter explores the factors that might impact upon EV in MNEs and various propositions are presented based on each of the four EV archetypes. Lastly a summary is provided.