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Article
Publication date: 8 February 2016

Lorraine Ryan and Joseph Wallace

The purpose of this paper is to explore the capacity of annual hours (AH) to deliver gains to both workers and management and assesses the role of workplace partnership in three…

Abstract

Purpose

The purpose of this paper is to explore the capacity of annual hours (AH) to deliver gains to both workers and management and assesses the role of workplace partnership in three Irish companies that have adopted AH.

Design/methodology/approach

Three case studies are compared and contrasted. The case studies were compiled through semi-structured interviews with management and trade union representatives, a survey of 205 workers and secondary material.

Findings

The authors find that workplace partnership is not a prerequisite for achieving mutual gains where AH are concerned. The research draws attention to the importance of a mechanism for the creation of gains, in these cases, AH and that such gains can arise from different processes. Mutual gains output is not confined to workplace partnership but can arise from collective bargaining.

Originality/value

The paper highlights the importance of comparing case studies so that the role of factors often seen as causal to mutual gains in exemplar cases can be critically evaluated. It also utilises directly workers’ opinions on AH and workplace partnership where typically, representative views of management and trade unions dominate the literature on these issues.

Details

Employee Relations, vol. 38 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 January 2010

Yasmin Rittau and Tony Dundon

The purpose of this paper is to examine the roles and influence of shop stewards under workplace partnership regimes in five case study firms in the Republic of Ireland. It aims…

1948

Abstract

Purpose

The purpose of this paper is to examine the roles and influence of shop stewards under workplace partnership regimes in five case study firms in the Republic of Ireland. It aims to assess the dynamics and potential longevity of partnership relationships.

Design/methodology/approach

A framework is utilised which analyses the scope, breadth and depth of union influence in terms of the structure of partnership processes and the capacity of agency to affect relations among shop stewards, union members and plant management.

Findings

The findings show that while union representatives view partnership in a positive light, there remain problems as to the longevity of partnership owing to management control and a disconnection between national (government) and local (workplace) support mechanisms for partnership. The paper concludes that social partnership is a process that remains anchored in a relationship of both antagonism and accommodation between capital and labour.

Originality/value

Much of the extant literature tends to focus on the outcomes of partnership in terms of the gains or losses to either management and/or unions. In this paper, the focus is on the way the “processes” of social partnership shape the behaviour and roles of workplace union representatives. A number of theoretical and policy implications are discussed.

Details

Employee Relations, vol. 32 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 31 August 2012

Teemu Ylikoski and Mika J. Kortelainen

University‐workplace partnerships are becoming increasingly important as the demands for authentic learning are growing. Partnership management ensures availability of authentic

Abstract

Purpose

University‐workplace partnerships are becoming increasingly important as the demands for authentic learning are growing. Partnership management ensures availability of authentic learning environments, joint‐learning tasks, and knowledge‐producing commissions for the students. Universities, however, can have difficulties in managing these crucial partnerships. This paper's purpose is to investigate the problems and to suggest a solution.

Design/methodology/approach

The approach is based on a case study of Laurea University of Applied Sciences in Finland.

Findings

In the case study, the program is run by business students, who as a part of their education, learn important skills in managing “customers” and projects. This results in improved learning for the students as they not only gain first hand experience in customer relationship management, but also deeper partnerships as the relationships evolve over time. Partnerships are centrally managed and available to all participants. This program is non‐exclusive: it does not assume or require participation from the educators. If an educator wishes to keep his/her own workplace contacts private, this is possible.

Research limitations/implications

The results stem from a case study. Even though good results are reported in the case, every organization is different and using a similar approach is not guaranteed to work.

Practical implications

The paper suggests a way for universities to deepen partnerships, overcoming typical hurdles.

Originality/value

The non‐exclusive approach to partnership management described in the paper is original and will benefit universities in their quest for improving partnerships. The authors believe that the use of students as the task force of the program to this extent is a novel idea and benefits the local workplaces (new knowledge) as well as students (authentic learning).

Details

Industrial and Commercial Training, vol. 44 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 August 2000

Norma Heaton, Bob Mason and Joe Morgan

Contributes to the social partnership debate by exploring ways in which inter and intra‐union relations influence the development of partnership within a National Health Service…

2009

Abstract

Contributes to the social partnership debate by exploring ways in which inter and intra‐union relations influence the development of partnership within a National Health Service Trust, by using observation techniques, focus groups and semi‐structured interviews involving ancillary workgroup members, shop stewards and managers (conducted in 1998). Argues, on an empirical basis, that union relationships may both facilitate and constrain management decision making and, ultimately, the implementation of policy. Views, conceptually, the parties’ understanding of partnership as changing over time, within a context that is contradictory; with management, trade union representatives and employees developing competing perspectives on “social partnership”, in part as a response to, and in turn recreating, a pluralistic workplace environment.

Details

Employee Relations, vol. 22 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 April 2001

Peter Haynes and Michael Allen

Two general viewpoints on workplacepartnership” as a union strategy are identified: it is seen as either a potentially effective strategy for restoring union influence, or as…

6245

Abstract

Two general viewpoints on workplacepartnership” as a union strategy are identified: it is seen as either a potentially effective strategy for restoring union influence, or as fatally flawed. Discusses the determinants of robust union‐management partnership relations in order to assist the evaluation of “partnership unionism” as a union strategy. Outlines a definition of workplace partnership based on practice. Although common elements with earlier attempts to promote or implement union‐management cooperation can be discerned, it is argued that contemporary workplace partnership has distinctive characteristics arising from its specific context. Two cases are used to illustrate the internal dynamics of workplace partnership and the nature of interaction with environmental factors. The necessary components of robust partnership relations are thereby isolated. Partnership is found to be not only compatible with, but dependent upon, stronger workplace organisation. Such an understanding is found to be a possible alternative to accounts that stress union incorporation and demobilisation.

Details

Employee Relations, vol. 23 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 December 2004

Bob Mason, Norma Heaton and Joe Morgan

Based on longitudinal case study research amongst ancillary staff in two health service trusts in the same region, this article analyses the strategies that management and trade…

1882

Abstract

Based on longitudinal case study research amongst ancillary staff in two health service trusts in the same region, this article analyses the strategies that management and trade unions adopted in their approach towards workplace social partnership. The article highlights the differentiated principles, practices and outcomes of partnership in the two trusts, by initially drawing on the “deliberate” and “emergent” strategy spectrum of Mintzberg and Waters. Whilst “deliberate” strategy focuses on direction and control, “emergent” strategy suggests a learning process in the search for effective patterns of behaviour and decision making outcomes. However, departing from the essentially managerialist underpinnings of the conceptualisation, the article seeks to understand how organised labour interacts with management in the creation and development of strategy in both ideal type scenarios. In this respect, the article utilises the “theory of the firm”, in particular, transaction cost analysis and the resource based view of the organisation, to aid our understanding of this complex process.

Details

Personnel Review, vol. 33 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 July 2004

Kamel Mellahi and Geoff T. Wood

This paper provides a critical appraisal of existing models of social partnership. We argue that single forms of partnership operating at the micro‐level are unlikely to be…

1578

Abstract

This paper provides a critical appraisal of existing models of social partnership. We argue that single forms of partnership operating at the micro‐level are unlikely to be sustainable in the medium and long term. Yet, there is evidence that multi‐layered forms of partnership – in other words, a set of complementary partnership deals operating at a range of levels from workplace to the commanding heights of an economy – may provide the most desirable way forward. Such forms of partnership – combining partnership at the workplace with similar rapproachments at community and commanding heights – may allow for more effective use of human potential within firms, and enhance trust relations within the wider community and polity.

Details

International Journal of Social Economics, vol. 31 no. 7
Type: Research Article
ISSN: 0306-8293

Keywords

Book part
Publication date: 11 April 2009

Vidu Badigannavar

In Britain, labor−management partnership has been the fulcrum of the Labor Government's employment relations programme since its election in 1997. The Involvement and…

Abstract

In Britain, labor−management partnership has been the fulcrum of the Labor Government's employment relations programme since its election in 1997. The Involvement and Participation Association (IPA, 1997; website: http://www.partnership-at-work.com) − the influential employers’ organization − has been at the forefront of promoting labor−management partnership to improve productivity in UK firms through greater employee involvement and participation (see http://www.partnership-at-work.com). The Trades Union Congress (TUC; partnership institute website: http://www.partnership-institute.org.uk) and several of its constituent unions have also endorsed partnership with employers as a route to promote employee ‘voice’ at work, secure better bargaining outcomes and improve union membership levels and density (Undy, 2001). Union density in the UK private sector has declined from 19.9 per cent in autumn 1997 to 17.2 per cent in autumn 2005, while in the public sector it has declined from 60.9 per cent to 58.6 per cent over the same period of time (Grainger, 2006). Advocates of partnership argue that such arrangements deliver mutual gains to the parties involved, viz. higher productivity and profits for employers, better wages and higher employment security to workers and greater influence over management decisions for unions, which in turn help them to attract and recruit new members (e.g. Haynes & Allen, 2001; Deery & Iverson, 2005).

Details

Advances in Industrial & Labor Relations
Type: Book
ISBN: 978-1-84855-397-2

Article
Publication date: 3 October 2008

Michael Doherty

The purpose of this paper is to assess whether the transposition of the EU directive on informing and consulting employees is likely to enhance voice and participation rights of…

1703

Abstract

Purpose

The purpose of this paper is to assess whether the transposition of the EU directive on informing and consulting employees is likely to enhance voice and participation rights of Irish employees.

Design/methodology/approach

The paper is a literature based critique assessing the reasons for the “voice gaps” the evidence suggests exist in Irish workplaces and analysing the implications of the legal changes brought in by the information and consultation legislation.

Findings

The paper argues that the transposition of the EU directive provided a unique opportunity to bolster voice mechanisms in Irish workplaces and “plug” some of the gaps identified in the literature. However, the paper argues this opportunity has been largely squandered, as a result of the Irish Goversment's minimalist approach to “hard” regulation of information and consultation rights in the transposing legislation.

Research limitations/implications

The EU directive is perhaps of most relevance to those interested in the employment relations in the Anglo‐Saxon countries (Ireland and the UK). The findings relate, in particular, to those countries. The paper considers the implications of the transposition, too, in terms of the role of the social partners in promoting voice at work.

Practical implications

Encouraging and developing employee voice arrangements is of great interest to academics and practitioners alike. The paper suggests ways in which legal changes can be used to further these objectives.

Originality/value

The paper assesses the likely public policy outcomes of a specific transposition process.

Details

Employee Relations, vol. 30 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 June 2005

Graham Dietz, John Cullen and Alan Coad

The purpose of this paper is to explore a number of issues pertaining to the conceptualisation, operationalisation, feasibility and effectiveness of workplace partnership

4728

Abstract

Purpose

The purpose of this paper is to explore a number of issues pertaining to the conceptualisation, operationalisation, feasibility and effectiveness of workplace partnership arrangements in a non‐unionised setting.

Design/methodology/approach

The paper discusses the most common definitions of partnership to discern whether scope exists for non‐unionised forms. It then presents a detailed case study, based on 38 semi‐structured interviews with 29 interviewees, inside a non‐unionised company to analyse whether its people management arrangements conform with the definitions presented, and to examine the employees’ experience of those arrangements.

Findings

The paper notes that most partnership definitions can accommodate non‐unionised forms, if the arrangements for people management inside such firms meet certain standards on employee voice mechanisms and the exchange of mutual gains. The evidence from the case study suggests that its unusual policies and practices do conform with a viable model of non‐unionised partnership – albeit with some reservations. The benefits and concerns are discussed in the paper.

Research implications/limitations

The paper presents a credible definition and observable operationalisation of partnership for researchers to adopt. It encourages future research on the extent to which so‐called “partnership” organisations, including non‐union enterprises, comply and suggests comparative research between paired unionised and non‐unionised cases. However, it is limited to one case study.

Originality/value

The paper's primary value is in its extension of the partnership debate beyond its current “union‐only ghetto” into examining non‐unionised forms, as well. The case study is also unique in the literature as an example of non‐unionised partnership.

Details

Employee Relations, vol. 27 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

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