Search

This article presents the perception of human resource (HR) top managers at strategic level in Brazilian corporations regarding labor union activity. It is a quantitative study about the perception of 354 experienced HR top managers on the unionization of employees, influence of the union on the organization, recognition of the union for labor negotiations and the existence of an advisory committee (workers’ council) within organizations. The theoretical approach addresses both the fields of study on HR and Industrial Relations (IR). The research shows low unionization and management perceptions that unions have little influence on organizations. On the other hand, the HR managers recognize the union influence for collective bargaining purposes and for defining general terms of employment. These contradictions are related to the fact that collective bargaining is mandatory in Brazilian legislation. In general terms of employment, Brazilian legislation is too rigid, prescriptive and detailed. This strong state of regulation reserves to the union an automatic participation in the negotiation process with employers, although this trade union action is somehow inefficient. In this scenario, the perception of HR managers of a relative union influence, although inefficient, is an expected consequence.

The Brazilian macroeconomic environment has pointed to improvements in labor market, employment and income indicators, a context which should help union activity. However, traditional standards in labor relations have been maintained, especially in terms of pressures on workers to improve eligibility requirements and be accountable for results, without unions pressuring the government and organizations back. This article aims to analyze, under the distinct perspective of unions (collective representation of workers), to what extent the implementation of competence-based management systems has become a union issue, since they are considered a modern business management tool and have been adopted by many of the largest organizations. Methodology was based on a qualitative approach, using documentary and field research. Investigation steps consisted of: (a) literature review; (b) analysis of relational database; (c) expert panel; and (d) focus group. The results indicate that competence-based management is an unknown term in collective bargaining by unions, reducing theirability to identify and counter demanding and abusive goals, which is their main purpose. As such, thegovernment doesn't assume its role of promoting skill development and organizations maintain their control over workers.