Co-operation and conflict in industrial relations: what are the implications for employees and trade unions?

This article explores the effects on employees of co-operation and conflict the workplace, outlining six workplace types. A survey of union representatives UK steel industry reveals evidence of co-operative industrial relations linked to superior terms and conditions, employee involvement and health and safety outcomes. However, it fails to find evidence that co-operative industrial relations are associated a broader HRM package of workplace restructuring, high performance work teams security provisions. Nor is any association revealed between co-operation and a greater role for trade unions. These findings suggest workplace co-operation in this industry remains part of a traditional gainsharing package and an 'alliance of insiders' than an HRM partnership or union incorporation. This raises broader questions the ability of co-operation to deliver important aspects of organizational competitive advantage.     

Partnership at work and worker participation: an NHS case study

This article considers issues of workplace union strategy in a study of a National Health Service hospital trust in which the focus of the investigation is the ‘employee voice’ gains, or losses, arising from partnership and worker participation. The impact of government policy on local management and, in turn, employees’ opportunities to participate in organisational decision making is therefore the main theme explored in this analysis.     

Labour-management partnership in the non-union retail sector

Analysts and policy advocates have argued that a meaningful labour-management partnership can be established in the absence of trade unions. In this paper we have examined employee outcomes of partnership in a medium-sized non-union retail firm, regarded as one of the ‘best practice’ cases of non-union partnership by the Involvement and Participation Association (IPA) of the UK. We have also compared the employee outcomes from our case study firm with those from a representative sample of retail sector workers from unionized and non-union retail firms in the UK. Findings indicate that compared to employees in other retail-sector firms, workers in the ‘best practice’ partnership firm were significantly disadvantaged with respect to their influence over workplace and policy decisions with little evidence of ‘mutual gains’ as claimed by partnership advocates.     

Does partnership at work increase trust? An analysis based on the 2004 Workplace Employment Relations Survey

In the late 1990s, partnership at work was embraced with some enthusiasm by a number of stakeholders in employment relations and incorporated in the 1999 Employment Relations Act. The implementation of the Information and Consultation Regulations has also been extensively signalled. We might therefore expect to see some evidence of partnership‐related practices in Britain. The 2004 Workplace Employment Relations Survey (WERS 2004) provides an opportunity to explore the extent of partnership practice, and also, for the first time, to explore its link to trust relations. This article reports evidence from WERS 2004 suggesting that partnership practice remains relatively undeveloped and that it is only weakly related to trust between management and employee representatives and to employees’ trust in management. Direct forms of participation generally have a more positive association with trust than representative forms. There is also modest evidence that trust may be associated with certain workplace outcomes. The case for partnership and more particularly representative partnership as a basis for mutuality and trust is not supported by this evidence.     

Partnership with and without trade unions in the UK financial services: filling or fuelling the representation gap?

Partnership theory proposes that an appropriate integration of direct and indirect employee participation mutually benefits the workers and the company. This study explores the putative employee voice gains and the risks for union effectiveness by comparing employees' evaluation of partnership practices at two financial service companies with non‐union and union employee representation, respectively.     

The gender representation gap: implications for workplace union effectiveness

This article investigates how the gender of workplace representatives has implications for three dimensions of union effectiveness: (i) responsiveness to members, (ii) opportunity to influence management and (iii) ability to bring about change. Utilising original analysis of the 2011 Workplace Employment Relations Study, we examine three core elements of workplace employment relations processes that cut across the three dimensions: (i) workplace representation processes and employer support for union activity; (ii) substantive areas of representative involvement and (iii) quality of relations between union representatives and management, and between union representatives and employees. Our analysis highlights significant gender differences embedded in all three processes. The conclusion considers the broader implications of these findings for the gender equality project of British trade unions, beyond the objective of merely seeking to increase the numbers of women representatives.     

Representation at Suncorp – what do the employees want?

It is apparent from existing research that little is known about the effectiveness of non‐union employee representation (NER) voice arrangements in Australian firms. This article examines both the non‐union Suncorp‐Metway Employee Council (SMEC) and union voice arrangements at an Australian financial services firm, Suncorp, and assesses their effectiveness in representing the needs of employees. This study is unique because it is one of the few examples of dual representation channels at a single firm. Overall the findings suggest that the effectiveness of union and NER arrangements is dependent on the union and NER voice channels being perceived by the workforce as both representative and able to act effectively or independently. However, while trade unions may provide greater voice than non‐union arrangements, the strength of voice is dependent on the legitimacy and effectiveness of trade unions in representing employees' interests at the workplace. The findings also suggest that the marginalisation strategy used by the union in excluding SMEC from its industrial campaigns, coupled with employees' perception of a lack of effective union voice, could impact negatively on the influence that unions may have on management decision‐making. This could also be perceived by employees as an inappropriate response by the union to management substitution strategies. As a consequence, any changes to industrial relations policy or trade union strategies regarding NER should be considered in the light of these findings.     

Partnership and the development of trust in British workplaces

This article examines the alleged links between ‘partnership’ forms of managing workplace relationships in Britain and the development of intra‐organisational ‘trust’. The potential for mutually complementary linkages between the two are clear, in theory at least. Partnership should produce, nurture and enhance levels of interpersonal trust inside organisations, while trust legitimates and helps reinforce an organisation's ‘partnership’. Qualitative evidence drawn from the self‐reports of key participants in three unionised partnership organisations provides some support for the claimed linkages. But it also highlights weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. These offer insights into the process for managers, trade union officials, employee representatives and policy‐makers, as well as suggesting avenues for future research using trust as a theoretical framework.     

The Limits of Statutory Trade Union Recognition

The paper assesses the prospects for Britain's new statutory trade union recognition procedure in the light of empirical evidence concerning union derecognition practice in the 1990s. It draws on 15 cases of union derecognition across a broad spread of employment, matched with comparable cases where recognition was retained. Inter alia it was found that a move towards more cooperative workplace arrangements, associated with a ‘partnership’ model of industrial relations, was common to employers in both categories. Against this background, we argue that it is far from clear that the current legislative strategy, in focusing on statutory recognition, is the best way of promoting partnership at work.     

Employee representation and partnership in the non‐union sector: a paradox of intention?

Non‐union forms of employee representation have become increasingly prominent in UK workplaces in the last 15 years. In addition, partnership working has been encouraged by New Labour, the Chartered Institute of Personnel and Development, the Confederation of British Industry and the TUC as a route to higher commitment and higher individual and organisational performance. These trends have been further encouraged by recent European Union legislation. This article seeks to examine the implied linkages between non‐union employee representative mechanisms and partnership working and their influence on the effectiveness of employee voice as a conduit of high performance. The article is based on a case study organisation from within the UK finance sector, and data are drawn from semi‐structured interviews with managers and staff and a survey of employee attitudes. The article concludes that employers’ attempts to utilise a non‐union partnership framework for organisational gain are severely constrained by structural limitations on effective employee voice.     

Union partnership as a facilitator to HRM: improving implementation through oppositional engagement

Abstract

This paper provides a nuanced insight into the workplace level interactions between a union and HRM systems within a union-management partnership arrangement. Soft outcomes of HRM systems typically suffer from compromised implementation by managers struggling to balance competing operational priorities, but we show how a union limits this poor implementation. Qualitative and documentary data were retrieved from a major UK retailer and a trade union to examine how union activity interacts with HRM delivery. Firstly, union communication systems enhanced or replaced company systems of employee voice. Secondly, union activity policed management implementation of HRM practices to limit their subjugation to short-term productivity increases, improving outcomes for employees and the HRM system for the company. These outcomes were achieved through oppositional engagement within the context of partnership, which points towards a persisting and productive pluralism within the cooperative rhetoric.     

Employment protection regulation,trade unions and tenure of employment: An analysis in 23 European countries

This article focuses on the relationship between employment protection regulation (EPL), trade unions and tenure of employment. A main hypothesis is that EPL strictness tends to prolong tenure, because rigorous rules imply that remaining with the same employer gives more job security. The role of unions can be expected to be similar. These assumptions are related to issues regarding dualisation in the labour market. Data used are the European Working Conditions Survey 2010—including 23 countries and more than 18,500 employees—combined with national‐level data on EPL, unemployment, union density and collective bargaining coverage. The analyses reveal that EPL strictness and bargaining coverage are associated with longer tenure. The same goes for having an employee representative in the workplace. The institutional variables work through interactions with individual‐level variables. For example, the impact of age, which is strongly linked to tenure, increases with stricter EPL and higher bargaining coverage.     

Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well‐being‐oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well‐being‐oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in‐role) performance. Based on the two‐wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well‐being‐oriented HRM practices and social climate. Second, social climate mediated the relationship between well‐being‐oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well‐being‐oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.     

Partnership working and the cultivated activist

Critics and advocates of union–management partnership agreements offer competing assessments of the potential outcomes for workplace union representation. These include the attenuation of the role of lay activists and intra‐union conflict. In this case study of Amicus‐MSF at Legal & General partnership involved centralised decision making, membership loss and activist‐leadership tensions, but these were temporary. With employer support the local union leadership ‘cultivated’ a cadre of pro‐partnership activists with extended reach into management decision making, increasing membership and strengthening workplace organisation.     

A comparison of the effectiveness of unions and non-union works councils in Korea: can non-union employee representation substitute for trade unionism?

Using survey data from 857 employees of three unionized and three non-union establishments in Korea, this study compares the effectiveness of unions and non-union employee representation (NER). Union members appear to expect more from and to be more satisfied with unions than is the case for non-union employees regarding the activities of non-union works councils. This tendency is stronger in regard to distributive and employee advocacy issues than to mutual interest issues. Union members express stronger commitment to their unions than do non-union employees to their works councils. However, union members and works council members are not significantly different in terms of organizational commitment, job satisfaction and perceived industrial relations climate. Overall, the findings indicate that the structural weaknesses of NER are more evident than its positive attitudinal effects.     

HR practices and commitment to change: an employee‐level analysis

This article explores the relationship between HR practices and commitment to change in three health service organisations in Ireland. The research focuses on employee views of HR practices and resulting employee‐level consequences including commitment to change, perceptions of the industrial relations climate and the psychological contract, and work–life balance. The findings indicate that the HR practices valued by employees, and which are related to a range of employee‐related consequences, are very different from the lists of sophisticated HR practices that appear in the high performance literature. The research suggests that organisations need to ensure that attention is still paid to the basics of the employment relationship and that these are not lost in the rush to introduce more sophisticated approaches to managing employees.     

Achieving a new equilibrium? The stability of cooperative employer–union relationships

The current popularity of ‘partnership’ in workplace industrial relations raises the question of the durability of such arrangements. This article investigates the stability of cooperative employer–union relationships by means of case studies. It analyses perceptions of the experience of negotiation and consultation. Continuing net benefits are reported both by managers and by union representatives in workplaces where cooperative relationships are robust. The benefits come primarily from the informal consultative processes and levels of trust that are engendered. Nonetheless, parties to the relationship, however robust they were, faced substantial challenges to their efforts to diffuse and sustain cooperative working. It is concluded that cooperative relationships are likely to be stable where employers wish to maintain an independent employee voice, especially where workplace union density remains relatively high.     

Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Abstract

The purpose of the present study is to unravel the relationship between current forms and realities of social dialogue in the workplace, the industrial relations climate, HRM, and employee harm. We tested a model specifying associations between (1) indicators of revitalized social dialogue, (2) perceived cooperation within the industrial relations climate, (3) perceived sustainability in HR practices, and (4) management perceptions regarding employee harm. The test was based on a survey conducted among 356 (HR-)managers and CEOs in Belgium. The results support the idea that a cooperative industrial relations climate and sustainable HR practices can reduce employee harm. More specifically, efficiency in social dialogue fully mediated the relationship between cooperative industrial climate and employee harm. In turn, industrial relations climate partially mediated the relationship between sustainable HR practices and employee harm. Finally, sustainable HR practices correlated positively with a cooperative industrial relations climate, suggesting that HR and employee relations reinforce rather than weaken each other.     

Between consultation and collective bargaining? The changing role of non‐union employee representatives: a case study from the finance sector

This article reviews the roles and activities of non‐union employee representatives (NERs) acting as forum officers in a large Internet finance company. Currently there is little academic coverage concerning NERs in this sector, including their contributions to employment relations, their motivations and orientations towards representative role and activities, or relations with management and fellow employees. An important precondition to answering one of the main questions asked of NERs is whether such representation constitutes the foundation of some nascent trade unionism, or whether by acting as forum representatives, they are positioning themselves to support management agendas and outlook? The range of data from this article's longitudinal case study, indicating time usage including individual and collective representation, suggests that NERs allegiances and roles remain ambiguous, existing as they do in the intersection between consultation and collective bargaining. An important factor may be their capacity for independent action and independence from senior management.