Organised decentralisation,uneven outcomes: employment relations in the Italian public health sector

This article looks at the difficulties of adapting a very centralised employment relations system in a country characterised by a deep regional economic divide. In particular, by looking at the Italian public health sector, it is contended that organised decentralisation of employment relations implemented against wide regional differences led to uneven outcomes in second‐level (organisation) collective bargaining.     

European industrial relations in 1999: chronicle of events

This article chronicles industrial relations developments throughout the European Union (EU) during 1999. The information is gleaned from articles published by the European Industrial Relations Observatory (EIRO). The text therefore contains numerical references to records contained in the EIRO database in order to allow the reader easy access to the relevant records. The article is divided into five sections. The first contains an overview of political, economic and legislative events at EU‐level, the second looks at EU‐level developments in employee representation, the third looks at the impact of European economic and monetary union (EMU) on industrial relations and collective bargaining and the fourth and fifth give a more detailed country‐by‐country analysis of main trends in key industrial relations areas—collective bargaining and industrial action; and employment creation, working time and new forms of work.     

Towards more disorganised decentralisation? Collective bargaining in the public sector under pay restraint

While sector‐level collective bargaining can provide the institutional leverage to sustain and improve employment standards, a proliferation of disorganised local settlements may reduce its effectiveness. This article examines this proposition for local government in the UK, highlights the risks of a ‘destructive’ disorganisation of employment relations and calls for a renewal of articulation mechanisms between sector and local levels of collective bargaining.     

The decentralisation of employment relations in the British public sector

The aim of this article is to investigate differences between the British public and private sectors in terms of the decentralisation of employment relations. Drawing on data from the 1998 Workplace Employee Relations Survey, the article arrives at three main conclusions. First, the analysis reveals that while local‐level managers in both sectors have similar levels of responsibility for employment relations issues, those in the public sector are, on the whole, significantly less likely to be able to exercise authority. Second, the results indicate some marked variations in practice within the public sector, with managers in education having the greatest level of authority. Finally, the article explores the extent to which differences in local‐level authority between the public and private sectors can be explained by higher‐level collective bargaining, and the presence of higher‐level personnel specialists. These factors have only a partial influence, and do not fully explain why local‐level employee relations managers in some areas (notably health) are less able to exercise authority than their counterparts in the private sector.     

Collectivism versus individualism in Dutch employment relations

From a very centralistic and collectivistic tradition after World War Two, Dutch employment relations now show a trend towards radical decentralisation and individualisation. What might be the consequences of this trend for labour relations? Do developments still fit within a movement towards ‘organised decentralisation’ or will the existing system of labour relations be hollowed out and destroyed? And what will be the consequences for ER management at company level? We present empirical data on how companies deal with their decentralised and individualised employment relations. It appears that, in the main areas such as labour contracts, working time arrangements, reward systems and development plans, decentralisation and individualisation are taking place. It has also become clear that management as well as workers support this and that a new form of negotiation between them is developing at workplace level, resulting in what we call ‘third contracts’ that are additional to the initial labour contract and the collective agreement. Our results also highlight the pragmatic way in which companies deal with these decentralised and individualised employment relations, which, nevertheless, remain linked to the national and collective levels of bargaining. Within the multilevel system of Dutch employment relations a new balance between collectivism and individualism is emerging.     

Understanding wage restraint in the German public sector: does the pattern bargaining hypothesis really hold water?

German public sector wage restraint has been explained through the presence of a specific type of inter-sectoral wage coordination in the industrial relations system—that is, export sector-led pattern bargaining. First, as a literature-assessing exercise, this paper reviews the literature in industrial relations and comparative political economy (CPE) and finds that (i) the origins and mechanics of inter-sectoral wage coordination through pattern bargaining have never been laid out clearly; (ii) that the mechanisms of the pattern bargaining thesis have never been tested empirically; and (iii) that the CPE literature reveals an export-sector bias. Second, as a theory-testing exercise, hoop tests are performed to verify the pattern bargaining hypothesis. The key finding is that Germany cannot be considered a case of export sector-driven pattern bargaining, opening a new research agenda for the study of public sector wage setting centred on public sector employment relations, public finance, public administrations and the politics of fiscal policy.     

Collective bargaining: crisis and its consequences for American society

The term ‘collective bargaining’ was first used extensively and developed in full form by Sidney and Beatrice Webb. As the intellectual father and mother of British industrial relations and through their multiple contributions to research, government and policy making, and university affairs, the Webbs served as role models for multiple generations of British scholars. Willy Brown, scholar, educational leader and active public servant, stands as our generation's Webbs' equivalent. In all three domains he has carried on the Webbs' legacy with the highest distinction. So it is fitting that one essay in this collection honouring Willy be devoted to an examination of the current state of this institution the Webbs called collective bargaining. I am honoured to present an analysis of collective bargaining, albeit one limited to its effects, the consequences of its decline and its potential future in the United States.     

Understanding continuity in public sector HRM through neo‐institutional theory: why national collective bargaining has survived in English local government

Most HRM research over recent decades has concentrated on ‘change’, charting ever more fragmented, individualised and unitarist employment relationships. This is equally true of public sector HRM, where the emphasis has been on neo‐liberalism and marketisation. However, in many countries and sectors, collective, pluralist approaches to HRM and industrial relations have proved remarkably resilient. This article uses Neo‐Institutional theory to explain the ‘continuity’ of one such HRM system: national collective bargaining in English local government (1979–2007). We argue that this survives because it manages the political and managerial processes that link central government and central–local relations and acts as a conduit between institutional stakeholders to deliver services to the public. By understanding the ‘passive consensus’ that holds the collectivist HRM system together, we can anticipate the forces that might pull it apart.     

Shaping the bargaining agenda. The Audit Commission and public service reform in British local government

This article examines the role of the Audit Commission (AC) in local government collective bargaining. While the AC has no official role in such bargaining, it has a role in monitoring the performance of local government services. In this role the AC has a clear potential, in the context of the government's ‘modernization’ agenda – as manifested in its ‘Best Value’ regime, for influencing both the content of collective agreements, and the process of collective bargaining, where these are seen to conflict with other Best Value objectives – particularly in relation to external competition. The research conducted involved a content analysis of AC inspection reports on human resource services and longitudinal case studies of two local authority union branches' experiences of Best Value and the role of the AC. The findings from the inspection reports indicate that, while the AC is actually acting to promote activities that could be seen as supportive of union bargaining agendas, notably in relation to equality type issues, they are also supporting service externalisation and thereby acting to limit the scope of their impact. The reports also indicate that, despite there being prescribed ‘best practice’ for local government employment relations (‘social partnership’ with unions), the AC is not promoting any such engagement with unions. Evidence from the case studies add weight to these observations: the AC, in one case, was deeply suspicious of an attempted union management agreement on procurement, while in the other, the AC made no criticism of the costly effects that externalization had on union-management relations.     

Citizenship and industrial relations

Under the Victorian ideal of laissez-faire, industrial relations are conducted unilaterally by employers unimpeded by employees' rights of citizenship. The four facets of citizenship—civil, political, industrial, and social—impinge in a variety of ways on the employment relationship. Civil citizenship, by barring discrimination on account of race or sex, interferes with maintenance of segregated pools of cheap secondary labor. Political citizenship enfranchises propertyless workers and alters the enactments of legislatures. Industrial citizenship creates the institutional basis for collective bargaining. Social citizenship confers economic benefits and protective regulations not driven directly by market forces. Political ascendancy of laissez-faire advocates undermines rights of citizenship and has a retrograde effect on industrial relations.This article is a revised version of a paper presented at the First Industrial Relations Congress of the Americans in Quebec City to the Study Group on Industrial Relations as a Field and Industrial Relations Theory on August 27, 1988. I thank Jack Barbash for the opportunity to present it there.     

Antecedents of concession bargaining in the Great Recession: evidence from Ireland

Concession or ‘give back’ bargaining involves firms seeking changes in pay and conditions of employment from trade unions in return for pledges of enhanced job security and sometimes other forms of reciprocation. Several distinct modes of concession bargaining are distinguishable in the literature, and three modes of concession bargaining have been identified in Ireland during the Great Recession: integrative, distributive and minimal engagement. Deploying qualitatively informed quantitative data on the conduct of collective bargaining during the Great Recession, this article examines a series of antecedent influences on the choices firms make in conducting concession bargaining with unions.     

Employee relations in British television‐regulation,fragmentation and flexibility

The impact of regulatory change on employee relations within the UK television industry is examined. While collective labour regulation was initially eroded, employment fragmentation, combined with increased demand for programming and a shortage of skills provided the basis for the maintenance of the bargaining power of key groups of workers.     

Convergent and divergent country trends in coordinated wage setting and collective bargaining in the public hospitals sector

Drawing on the findings of research in the public hospitals sector in five European countries 1 —France, Germany, the Netherlands, Norway and the UK—this article assesses the character of change in wage setting and collective bargaining. It demonstrates the diversity of national arrangements by comparing key characteristics: (i) the bodies of collective representation (unions, professional associations and employer bodies); (ii) the degree of integration with the wider public sector framework; (iii) coordination (or competition) with the private hospitals sector; and (iv) the practice of à la carte provisions within individual hospitals. Despite national varieties of wage setting and collective bargaining, each country sector faces similar tensions—most notably the opposition between public (labour market) rules and health (product market) rules, and pressures to segment or integrate employment conditions by labour force group. By examining the nature of change in institutions for wage setting and collective bargaining in each country, the article contributes to our understanding of the extent of coordination and change of public sector wage setting and describes three scenarios: fragmentation (Germany); continuity (France and the Netherlands); and reconstruction (the UK and Norway).     

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.     

The collective bargaining of flexicurity: A case for sector‐level analysis? The Italian chemical and metalworking sectors compared

Although employment relations in Europe have long been seen as a factor of rigidity, limiting managerial discretion and adaptability, in the last 30 years, they have witnessed a trend towards decentralisation of collective bargaining and negotiations increasingly centred on flexibility–security trade‐offs between employers and employees. Research on the contribution of collective bargaining to the so‐called flexicurity has mostly focused on national‐level institutional arrangements. In this article, we contend that meso‐level differences need to feature more prominently in the debate. Our comparison of two sectors in the same country (chemicals and metalworking in Italy) shows that decentralisation has divergent effects on flexicurity issues depending in particular on differences in market structures and on depth of bargaining. The interplay between these two factors affects what we refer to as procedural security, which we view as important in ensuring sustainable trade‐offs between flexibility and security.     

The evolution of employers' organisations in the United Kingdom: Extending countervailing power

The concept of countervailing power has been used to suggest that the power of unions explains the origins and development of employers' organisations (EOs). However, unions have declined since the 1970s, but EOs continue to play an important role in employment relations. If pressure from unions is not sufficient to explain continuing employer organisation, what does account for it? This article pursues this question by examining the evolution and activity of UK EOs between the 1960s and 2016. Our countervailing power argument goes beyond a sole focus on unions to include changing pressures and demands on EOs caused by the state such as individual rights legislation and campaigns by civil society organisations. The changing force exerted by these societal pressures helps to explain the shift of EOs' focus from collective bargaining, nowadays only pursued by a minority of EOs, to lobbying, provision of services, legal support, and training.     

Collective bargaining and new work regimes: ‘too important to be left to bosses’

The formal negotiations process remains perhaps the least‐studied moment of collective bargaining. Drawing on ideal types of ‘distributive’ and ‘integrative’ bargaining and the ‘formal/informal’ distinction, this article reports non‐participant observation and ethnographic research into the negotiations process that enabled a change agreement in a British multinational, hereafter anonymised as FMCG. Informal bargaining relations provided the backdrop to—and emerged within—the formal negotiations process. Formal bargaining established new employment contracts based on a simplified internal labour market and generated the joint governance processes to enable and regulate the change process. Neither management nor union strategy was wholly derived from rational, interest‐based positions. The negotiations process was essential to strategy formation and to the emergence of sufficient ‘integrative’ bargaining for all parties to devise and approve new processual institutions and norms to deliver a more flexible labour process and to restore the long‐run viability for ‘distributive’ bargaining.     

The meaning of work,employment relations,and strategic human resources management in Israel

The paper deals with the meaning of work, employment relations, and strategic human resources management. First it shows that Israeli workers have become more individualistic and materialistic, and less collectively oriented, as instrumental achievements outweigh contributions to society. These issues apparently influence employment relations and organizational policies. Next, it deals with the corporatist employment relations system, based on tri-partite collective bargaining among employees, employers, and the state. During various times, the relative balance of power among the three parties swayed considerably, according to major political, economic and social events taking place in society. The final section on strategic human resources management focuses on the transition of Israel's Human Resources profession, from the traditional HR role to the new Strategic Human Resource Management role. These three spheres have gone through some significant changes in the last several decades, perhaps not parallel to most industrial nations.     

What has been happening to collective bargaining under New Labour? Interpreting WERS 2004

The late 20th century saw the rapid decline of collective bargaining, which had hitherto been the dominant means of regulation of employment in Britain. The article uses a comparison of the Workplace Employment Relations Surveys for 1998 and 2004 to assess how far this changed during the later period of economic growth and sympathetic labour legislation. Contrary to expectations, the data show that collective bargaining coverage has continued to fall, although much of this decline is concentrated in small firms in the private sector. The article goes on to analyse the recent change at sectoral level and examines evidence on the extent to which the character, as well as the extent, of collective bargaining had changed. The locus of management decision making has continued to move down organisations, both where collective bargaining occurs and also where unions are absent. Finally, the article evaluates how the perceptions of those involved in the bargaining process have shifted at a time of greatly diminished trade union influence.     

The employer's perspective on collective bargaining centralization: an analytical framework

Despite the continuing debates about the performance implications of different degrees of collective bargaining centralization, our understanding of the determinants of bargaining structures is still limited. While recent research has largely focused on macro-level factors, the role of micro-level determinants has still not been systematically scrutinized. This article develops a multi-disciplinary framework for analysing the employer's perspective on collective bargaining centralization and discusses the advantages and disadvantages of different forms and levels of collective bargaining from the perspective of management, the main focus being on the comparison between single-employer and multi-employer collective bargaining. This framework can be used for qualitative and quantitative empirical research as well as for discussions of the costs and benefits of different levels of collective bargaining.