Managerial Hostility and Attitudes towards Unions: A 
Canada- US Comparison
  

 This article explain findings by the differential effect of perceived union power, which is greater in Canada than the US and which is correlated negatively with union approval. We will also explore whether there is greater attitudinal hostility to unions in the U.S. The implication is that of Canadian managers faced the same labor relations playing field as their US counterparts, they would likely find it easier to thwart union certification drivers as well. Our estimates indicate that American manager’s attitudes towards unions are, perhaps surprise, less hostile than those of Canadian managers. It is also noted that US managers are less likely to use extreme methods to oppose union organizing drivers, implying that the lower union rates in the US as compared to Canada are likely to have negativity towards unions themselves. 
  Studies of managerial behavior towards unions conducted in other jurisdictions have found that “some tactics have emerged organically through new management practices (Wagner-styles regimes i.e. Australia). Reasons for differing levels of employer resistance to unions between the US and Canada can be grouped into two major categories. First, is cultural differences of managerial hostility to unions are said greater than in Canada. Second, managers may face varying constraints in the form of legal regimes and their enforcement (Kaufman 1996, 2004). In response to previous studies, they did not have a plausible explanation. 
  The conclusion: Results may lie in the demised presence (and hence effectiveness) of American unions as compared to their Canadian counterparts. In probing the view of both country’s population in general and of employees, in particular, toward work, institutions and social policy. Given that many of these variables are potentially differentially linked with US and Canadian managers, managers who felt that unions were too powerful had a 20 percentage point reduction in their approval. With lower union density associated with increases in very weak managerial skills to Canada unfortunately, is strong and very strong managerial oppositions. To sum it up, the size of the effect is similar in magnitude across the low-and high-density states, despite the fact that almost all of the low-density states have Right-To-Work laws. 
Work Cited
Kaufman B (1996) Why the Wagner Act? Reestablishing contract with its original purpose. In: Lewin D, Kaufman B, Sockell D (ed) Advances in industrial and labor relations, vol. 7. JAI Press, Greenwich, pp 15-68