Banking and HRM Pragmatism: the Case of Collective Bargaining in New Zealand

By Erling Rasmussen and Damian Treanor

Since the 1999 election, employment relations in New Zealand have undergone another series of changes, and the playing field has altered and challenged the management styles of many employers.

The author's outline how the approach towards collective bargaining and unionism amongst New Zealand banks has adjusted to this challenge and how interpersonal trust and pragmatism among negotiators have influenced bargaining processes and outcomes.

(Labour & Industry, vol. 15, no.1, August 2004)