A typology of shop stewards

The role of the shop steward in Australian industrial relations is probably as important as that of his British counterpart. In this article the author uses the three types of shop steward described by Miller and Form: management, union and employee oriented, to analyse a survey of 260 shop stewards in Western Australia.     

Paradise postponed: dilemmas facing shop stewards in the new South Africa—accommodation orresistance?

The growth of the shop stewards movement in South Africa prior to majority rule represented a challenge to the institutionalised managerial prerogative and cemented the position of black trade unions in the workplace, posing a threat to both Apartheid’s cheap labour system and also to the political control of the Apartheid regime. With the advent of majority rule in 1994, shop stewards are now expected to comply with, and co-operate in, the implementation of workplace changes which they would have traditionally opposed. This, plus the move towards Japanese-style ‘lean’ work practices, is creating farreaching challenges for the ‘New’ South African shop steward movement.     

Shop steward leadership and the dynamics of workplace industrial relations

Here the author reviews a new wave of research in how shop stewards actually operate in the workplace. He presents a selection of findings from a study conducted in several manufacturing companies which suggests that the shop steward operates in an essentially dynamic environment.     

Shop stewards in Transport House: a comment upon the incorporation of the rank and file

In the light of the currently prevalent view that shop stewards are becoming more involved in trade union government, the author suggests that we look more carefully at unverified assumptions of shop steward incorporation.     

Shop stewards in the 1990s: a research note

Evidence suggests that the unions suffered badly during the 1980s, but how has this affected the lynch-pin of workplace industrial relations, the shop steward? The evidence of this research is that the shop stewards of the 1990s display remarkable stability in their influence and role when compared to earlier surveys.     

The changing needs in company-based shop steward training

The shop steward, as the most direct representative of employees at the workplace, fulfils an important, often complex and changing function within the firm. This article, using a particular shop stewards' course as a case study, assesses the shop stewards' training needs and suggests some possible reforms.     

Workplace values and beliefs: an empirical study of ideology,high commitment management and unionisation

This study is unique in that it examines both managers' and workers' values and beliefs about employment relationships. It found that managers consider the employment relationship in their own workplaces unitarist rather than pluralist, but have mixed ideologies when considering society as a whole. Workers are strongly pluralist when considering society as a whole, but their workplace ideology is somewhat unitarist. A modest union impact on workers' perspectives is found, but little evidence to suggest union's effect commitment to the employing organization. Workers' commitment is to personal careers first and the organization second, while managers put the organization ahead of personal careers. Correlations exist between unitary views of the employment relationship, increased High Commitment Management (HCM) practices, and high levels of commitment. The purpose and contribution of this study is that it reports an assessment of the relation between workplace attitudes and beliefs and the efficacy and influence of management and union initiatives designed to impact them.     

Employee Participation: Problems for the Shop Steward

In spite of the extensive coverage given to employee participation and industrial democracy, important areas have been neglected. Mick Marchington and Roger Armstrong gather evidence concerning shop steward involvement in participative bodies, in response to the absence of a comprehensive analysis of steward attitudes and behaviour to participative schemes.     

Shop steward tenure and workplace organisation*

The shop steward theme is continued in this article which is based upon research carried out in six manufacturing plants in Hull. Graham Winch identifies the problem of shop steward turnover and argues that the most important cause lies in the shop steward being deprived of resources necessary for carrying out the job.     

Shop stewards' organisation in Ford Halewood: from Beynon to today

This article revisits the Ford Halewood car plant on Merseyside to assess the extent of shop steward bureaucratisation since Huw Beynon's Working for Ford appeared twenty years ago. It suggests that, notwithstanding very substantial changes, there are important elements of continuity with the shop-floor union vitality of the past.     

Are non‐union workers different to their union colleagues? Evidence from the public services

This article analyses workers’ attitudes to trade unions by comparing the survey responses of Unison members with public sector workers who have left or never joined a union. It examines whether differences between these groups can help to explain union‐joining behaviour and membership patterns. The findings demonstrate that there are few differences in attitudes between Unison members, ex‐unionists and never‐members on the issue of ‘union effectiveness’. However, ex‐unionists were more reluctant to re‐join unions than never‐members. The evidence concludes that if public service unions are to recruit new members, they need to adopt differentiated strategies and representatives have to target ex‐unionists and never‐members in the workplace.     

The emergence of shop-floor trade union power in South Africa

This is the first of two papers dealing with the emergence of black shop floor union power and the changing structure of industrial relations in South Africa. This paper examines the evolution of black and white trade unions and their attitudes towards the officially sanctioned system of industrial relations. The observation is made that black unions are placing greater emphasis on shop-floor organization, leading to the development of an additional, but unofficial, tier in the negotiation structure in the form of work pi ace-level union recognition and bargaining.     

National culture and its impact on the choice of managing director in international production: the case of foreign firms in Greece

The aim of this study is to determine whether attitudinal differences between British and Japanese managers observed in the workplace can be attributed to culture or to the employment system. The findings provided substantial support for attribution to the employment system. Cultural differences between British and Japanese managers were not as large as the cultural thesis claims. The stereotyped cultural characteristics of Japanese managers - high social orientation at work and unconditional priority of work over family - were observed only in limited groups such as managers on the shop floor or senior managers. Attitudinal differences in the workplace were not simply the consequence of cultural differences, but rather to be understood as rational behavioural responses. Both British and Japanese managers' attitudes were considered to be a rational response to their employment systems.     

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.     

Research note: the influence of job grade differences in white-collar shop steward committees

Paul Blyton reports a study of patterns of behaviour from observation of sixteen white-collar shop steward committee meetings. The results show that the stewards' position in the work hierarchy influences the extent and form of their contribution within the meetings: those from senior work positions were more active than their lower grade counterparts.     

STEEL: A CLASSIC CASE OF INDUSTRIAL RELATIONS CHANGE IN BRITAIN*

The interrelations between the search for greater flexibility and the decentralization of industrial relations have received comparatively little attention. The developments within British Steel over the past decade indicate how these two developments can interact. Against a background of a stagnant market for steel, overcapacity, changing state attitudes towards the nationalized sector and a national steel strike, management at British Steel have used local agreements as a key vehicle for introducing widespread restructuring and changes in work organization. In particular, the tying of local bonus payments to achieved performance and to changes in work organization has enabled management to introduce fundamental changes to traditional work arrangements with little worker or union resistance.     

Union density and determinants of union membership in 18 EU countries: evidence from micro data, 2002/031

Using representative individual-level data from the first round of the European Social Survey fielded in 2002/03, this article provides an empirical analysis of unionisation in 18 countries of the EU. We show that union density varies considerably in Europe, ranging from 84 per cent in Denmark to 11 per cent in Portugal. Estimating identical models for each country, we find that individuals’ probability of union membership is significantly affected by their personal characteristics, their attitudes and the characteristics of their workplace, whereas social factors seem to play a minor role. The presence of a union at the workplace and employees’ attitudes concerning strong unions are the two variables most strongly associated with unionisation.     

Privatisation in transition: the Czech experience

This article explores a stage in the capitalist transformation of the Czech Republic in early 1993. Three levels of change are examined: institutional developments in industrial relations; perceptions of change among union policy makers; and attitudes and experiences of managers and workers at workplace level.     

Do cultural differences explain differences in attitudes towards unions? Culture and attitudes towards unions among call centre workers in Britain and India

This article adds to the literature on worker attitudes towards unions by investigating the impact of cultural attitudes and the call centre labour process on union attitudes among call centre workers in Britain and India. It is hypothesised that workers with egalitarian and collectivist cultural attitudes will be more likely to have pro‐union attitudes than other workers, although if the impact of cultural attitudes is mediated by history and institutions, it might be expected that this relationship is stronger for British than Indian workers. Conversely, if union attitudes are largely a function of the call centre labour process, we would expect union attitudes to be similar among workers in both countries. Our results only partially support our hypotheses. Collectivist attitudes are only weakly related to union attitudes among the British sample but are more strongly related in the Indian sample. There are significant differences between union attitudes among our British and Indian samples. The article concludes that relationship between cultural attitudes and union attitudes are heavily dependent on institutional context. Cultural attitudes are unlikely to be either a constraint or a facilitator of union efforts to organise workers.     

‘Everybody's talking at me’: the dynamics of information disclosure and consultation in high‐skill workplaces in the UK

This article examines the dynamics of direct and indirect consultation processes in three high‐skill work establishments in the UK. Drawing on a mix of case study survey and interview data, it analyses the experiences and attitudes of predominantly well‐qualified professional employees. Adopting the concept of ‘embeddedness’ of employee consultation at the workplace level, we find that despite considerable breadth and depth of practice, many employees remain dissatisfied with the extent of their individual and collective influence over management decision‐making processes. Four underlying contributory factors are presented: extant hierarchical and bureaucratic management styles, the negative impact of work overload, the individualisation of consultation through computerisation, and the weakness of cooperative forms of union engagement.