Introduction

We set ourselves the task of analysing changes in trade unions in the period 1980–9, from a particular perspective. We were concerned to look at financial matters and the internal management systems of unions, rather than, for example, union democracy or bargaining behaviour. We were also concerned to focus on formal union organisation rather than on shop steward networks. Our account is thus by no means a comprehensive picture of change. Nevertheless, we feel that there are some general points about change in trade unions to be made on the basis of our analysis, and they are detailed below. In essence, we shall argue that the changes we have documented are related to more deep seated changes in union organisation and behaviour. Financial variables have responded to broader changes both within the trade union movement and beyond: they have, in turn, influenced union policy responses to change throughout the decade. We shall outline this argument in detail below and assess its implications. However, at the outset it is useful to summarise the empirical work.

Summary

Trade unions are not primarily economic organisations and they do not seek in general to maximise financial performance. Nevertheless, they require a certain level of financial resources to survive and to grow. So much was recognised by the Webbs (1907), but many more recent studies have failed to consider financial matters when explaining union behaviour, and no detailed conceptualisation or analysis exists of the financial subsystems of trade unions.