Assessing the principles of partnership

Miguel Martínez Lucio · Mark Stuart

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Labor Movements and Unions Employment, Labor, and Gender Studies Legal and Labor Studies

Abstract

The article examines the attitudes and experiences of senior workplace trade union representatives, from the Manufacturing, Science and Finance Union, against the TUC’s six principles of partnership. The findings suggest some acceptance of the ideological aspects of partnership, such as the need to move away from adversarial cultures and understand the impact of market imperatives and pressures on the firm. The results reveal little support, however, for improvements in job security, transparency and involvement and the quality of working life (the TUC’s so‐called “acid test” of partnership). Against a backdrop of job insecurity and widespread work intensification, the article argues that the material and organisational basis to partnership appears to be undermining various attitudinal changes within the thinking of trade union representatives regarding their roles and relations at work.

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References

2000The third way and its critics 1995Human Resource Management 1998Rethinking Industrial Relations: Mobilisation, Collectivism and Long Waves 1995The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government.1998British trade unions and social partnership: rhetoric, reality and strategy 2001Insecurity and Long-Term Employment 1998The Politics of Partnership? Innovation in Employment Relations in the Scottish Spirits Industry 1998Unions, Partnership and HRM: Sleeping with the Enemy?

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2009Community unionism versus business unionism: The return of the moral economy in trade union studies 2009Union Representatives in Labour-Management Partnerships: Roles and Identities in Flux 2005Can there be non‐union forms of workplace partnership?2009Trade unions learning representatives: progressing partnership?2005Partnership working and the cultivated activist 2009

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