Human Resource Management, according to Bolman and Deal (2003) assumes that people and organisations need each other, and that satisfied employees will contribute more to an organisation. Human needs and motivations are difficult to determine, particularly in an increasingly diverse workforce with a number of minority groups. By understanding their members, a union could accurately represent their different needs and abilities, allowing employers to create more effective incentive packages and working conditions, and hence increase workplace performance. The union may go further and identify needs gaps, such as the need for re-training and up-skilling of employees to address new job requirements which in turn increases the ability of an organisation to innovate and adapt quickly.by effectively liaising between employers and employees with an understanding of organisational needs as well as the needs (and potential) of employees, unions can effectively use employee representation to both improve workplace conditions, and increase organisational performance. In the 1970s and 1980s “union members received a pay premium, but without the corresponding rise in productivity” (Metcalf, 2003). If unions can effectively create incentive packages and development opportunities for employees that show increased organisational performance, they are likely to be viewed as a relevant and influential aspect of employee representation.