The contest for workplace employee representation: still seeking answers?

Abstract

Purpose

The purpose of this paper is to demonstrate union and non-union’s mechanisms ability to “contest” the realm of workplace employee representation at two UK sites. The paper directly compares one union and one non-union mechanism of employee representation at separate sites by employing three “dilemmas” of employee representation: confidentiality, challenge and trust. The paper contributes to enduring debates about the efficacy of employee voice in UK organisations.

Design/methodology/approach

The paper uses a qualitative and inductive case study approach in two organisations, drawing upon semi-structured interviews, archival documentation, company meetings and a trade union officer diary to record the employee representatives use of voice to influence company decision-making.

Findings

The paper shows how the union achieved improved pay and a more trusting relationship with managers in comparison to the non-union mechanism, which failed to influence managers’ decisions at the site and fell into demise.

Research limitations/implications

Limitations are that the paper covers one geographical area and interviews were made with employee representatives and HR and management. The access was limited by the respective case study management regime/s. The data are acknowledged as now historical but remain relevant as a means of understanding wider debates on employee representation and voice. These limitations are now acknowledged in the revised edition of the manuscript, as suggested by the reviewers.

Practical implications

The practical implications are that the paper shows how employee representatives face similar dilemmas in their operational roles and activities. If these dilemmas are managed with efficacy for members, then this can result in good outcomes for those members and legitimacy for the workplace employee representatives. We also suggest that the use of employee voice as a practical concept is seen here – the practical use of the factors comprising voice in the literature is used to show representatives' abilities to influence management decision-making.

Social implications

The significance of having a voice at work that raises the profile of employee representatives and their members emerges from this paper. An effective voice mechanism can promote improved employment relations in a workplace setting.

Originality/value

This paper develops knowledge about dilemmas as important and enduring issues for employee representatives, which, when inconsistently managed, can lose them the support of the workforce or, alternatively, empower them to challenge and sometimes alter management decisions.

Citation

Snook, J. and Whittall, M. (2024), "The contest for workplace employee representation: still seeking answers?", Employee Relations, Vol. 46 No. 7, pp. 1532-1549. https://doi.org/10.1108/ER-03-2022-0116