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true for large organisations (Bach 2005). Thus, wide variations in defining a typical non-union organisation exist, especially as the various organisations develop responses to legislation and employee relationship communications (Bach 2005). Managers are often fearful of unions that increase bureaucracy and cost, thus reliance on legislation for employee relationships are the typical structure (Bach 2005). The impact of employee work legislations is ultimately that organisations with no union recognition maintain a preference to remove formal indirect structures of employee representation, relying instead on direct employee to management communications, and occasionally through an employment consultant (Bach 2005).

Traditional non-union facilities with over 20 employees are noted with trends that move towards establishment-level bargaining and decentralised management. In this, it is examined that the smaller establishments have more difficulty in responding to employee service pressures from unionised traditions (due to individualism), yet managers of larger facilities are able to overcome this pressure through initiation of non-unionism policies and establishing collectivism (McCracken and Sanderson 2004). M & S does not have an anti-unionism policy, but instead maintains employee relationships that are continuously geared towards improving the state of work for new employees and strong communications with tenured employees. However, at S & S there is a major difference. M & S manufacturing does not strictly oversee S & S employees, but they can determine if S & S employees receive pay for performance through quality assurance checks. Thus, for the smaller S & S establishment there is a very high negative correlation between responding to employee pressures on an individualised basis and ensuring that the collective is able to earn an income, where the collective income is based on M & S acceptance of quality assurance.

The employee contract is the exchange of labour powers for monetary reward, where the organisation seeks to maximise labour powers and initiate cost-saving strategies (Hollinshead, Nicholls and Tailby 2003). Unionisation increases cost, and thus organisations often promote substitutions to unionisation such as profit-ownership sharing schemas (Hollinshead, Nicholls and Tailby 2003). The non-union organisation ha a desire to overcome the external business environment’s unpredictable changes through the development of shorter product life-cycles and increases in product-service delivery, thus the context of labour pressure is created and manifested as cost reduction (Hollinshead, Nicholls and Tailby 2003). Non-unionisation for a typical manufacturing facility creates fewer complications in downsizing and increases options for direct employee communications and product-service process innovation, allowing the organisation to have greater effect over its economies of scale, rather than relinquishing that effectual impact to a union (Hollinshead, Nicholls and Tailby 2003). Financial participation schemas within the employee labour contract attempt to relate pay with performance through the entire organisation, in the ultimate goal to develop commonality between employees and employer (Hollinshead, Nicholls, and Tailby 2003). Financial participation schemes at M & S are very high, where the retailer removes complications through communication with direct employees and maintain