Change Management Sustainability and Trade Unionism

Resistance by organized workers to change management is informed by the corrosion of historically institutionalized working conditions e.g. eight hours length of working days, with the right to unionization, universal social security and nondiscrimination. Consequently, change managers and reforms focused politicians justify anti-unionism as paving the way for flexibility, human resources management and ancillary neoliberal antidotes. This conceptual paper explores the nexus between change management sustainability and trade unionism. From relevant theoretical and conceptual frameworks, it is succinctly countered the impressions that successive change management does not bode with trade unionism. It is shown that according to trade unionism its pride of place in change management results in acceptance by a unionized workforce the need for change management sustainability in organizations. The paper concludes that the healthy zone existing between stability and randomness in the organizational change process (Burn, 2002) can be jointly found where management does not focus energies on annihilating trade unionism during change management practices.