This article explores the implementation of quality management initiatives in four local authorities and considers how far such a scenario offers a possibility for social partnership between management and trade unions. Although no collective bargaining processes are defined in the social partnership model, it is contended here that the implied collective bargaining model in social partnership is Walton and McKersie’s “integrative bargaining” model. It is further contended that the scenario of implementing quality management in local government offers all the preconditions for integrative bargaining to take place – both in terms of the legitimate presence of recognised unions and through the pursuit of an issue in which management, staff and trade unions may have mutual interests. In practice, however, conditions for integrative bargaining outcomes did not emerge. Evidence for this was based on assessing senior manager and union branch official opinions through interviews, and on survey responses from Unison members.
Roper, I. (2000), "Quality management and trade unions in local government – Demonstrating social partnership?", Employee Relations, Vol. 22 No. 5, pp. 442-466. https://doi.org/10.1108/01425450010377579Download as .RIS
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