officials who are more comfortable talking to directors than mobilizing its membership a change of direction would prove difficult. UNISON, on the other hand, encouraged a routinised trade union response that largely ignores issues of work organization and content. As its Head of Nursing framed it: are a trade union, not ‘We a professional association’ (Nursing Times: 14/5/2013). As such members’ day-to-day concerns escape its attention. It is largely interested in recruitment but not in a dialogue about the workplace and professional issues that dominate their members’ everyday lives. The recruitment and engagement of members, and the development of effective workplace organization, will come not from a split between professionalism and trade unionism as recommended by the Francis Report but rather by the integration of the two. More generally, if public sector trade unions fail to take members’ concerns about the nature of their work seriously and to have strategies to organize around them, the crisis of unionism will become ever more stark. References Bach, S. (2004) participation and union voice in the National Health ‘Employee Service’, 14(2): 3-19 Human Resource Management Journal, , E., , I., and, S. (1979) Shop Stewards in Action: The Organisation of Workplace Oxford: Blackwell Conflict and Accommodation, Bronfenbrenner, K., Hurd, R., Friedman, S., Oswald, R. and Seeber, R. (1998) Ithaca, NY: ILR Press Organizing to Win: New Research on Union Strategies. Brownlie, N. (2012) Trade union Membership 2011, Department for Business London Innovation and Skills: Bryson, Jackson and Leopold (1995) impact of self-governing trusts on trade ‘The unions and staff associations in the NHS’, 26 (2):120- Industrial Relations Journal 133 Carter, B. (2006) Union Organising and Renewal: A Response to de Turberville’, 20(2) June: 415-525 Work, Employment and Society, Carter, B. (2004) Restructuring and Union Renewal: Some evidence from ‘State Teaching’, 18(1): 137-56 Work, Employment and Society
officials who are more comfortable talking to directors than mobilizing its membership a change of direction would prove difficult. UNISON, on the other hand, encouraged a routinised trade union response that largely ignores issues of work organization and content. As its Head of Nursing framed it: ‘We are a trade union, not a professional association’ (Nursing Times: 14/5/2013). As such members’ day-to-day concerns escape its attention. It is largely interested in recruitment but not in a dialogue about the workplace and professional issues that dominate their members’ everyday lives. The recruitment and engagement of members, and the development of effective workplace organization, will come not from a split between professionalism and trade unionism as recommended by the Francis Report but rather by the integration of the two. More generally, if public sector trade unions fail to take members’ concerns about the nature of their work seriously and to have strategies to organize around them, the crisis of unionism will become ever more stark. References Bach, S. (2004) ‘Employee participation and union voice in the National Health Service’, Human Resource Management Journal, 14(2): 3-19 , E., , I., and, S. (1979) Shop Stewards in Action: The Organisation of Workplace Conflict and Accommodation, Oxford: Blackwell Bronfenbrenner, K., Hurd, R., Friedman, S., Oswald, R. and Seeber, R. (1998) Organizing to Win: New Research on Union Strategies. Ithaca, NY: ILR Press Brownlie, N. (2012) Trade union Membership 2011, Department for Business Innovation and Skills: London Bryson, Jackson and Leopold (1995) ‘The impact of self-governing trusts on trade unions and staff associations in the NHS’, Industrial Relations Journal 26 (2):120- 133 Carter, B. (2006) Union Organising and Renewal: A Response to de Turberville’, Work, Employment and Society, 20(2) June: 415-525 Carter, B. (2004) ‘State Restructuring and Union Renewal: Some evidence from Teaching’, Work, Employment and Society 18(1): 137-56
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