... flexibility and quality of work. Within this model, TU have, at best, only a minor role. HRM strategies to secure individual commitment through communication, consultation and participatory schemes underline the individualisation thrust. Nowadays almost all the companies at the HRM policies came first often encouraged by the values of a powerful Chief Executive Office (CEO). In many cases, remaining non-union has subsequently become a policy goal. Personnel policies must be sufficiently good and sufficiently integrated by line management practice to avoid giving grounds for union organising. In this case most of the companies paid above average rates. They also provided mechanisms for individual expression of grievances and were likely to monitor reactions to personnel policies through the communication system. All of these practices are to be found in a company like IBM which provides the best known model of HRM but which is also the "ultimate non-union company". However not ...

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