Who gains from workplace partnership?

William K. Roche

35 citations0/0 files storedThe International Journal of Human Resource Management

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

Abstract

The effects of partnership in the workplace on the stakeholders involved remains an area of considerable dispute in the literature. This article uses data collected in a survey of 3,500 employees in the Republic of Ireland to assess the effects of workplace partnership arrangements and practices on outcomes relevant to employers, employees and trade unions. The article also examines the manner in which workplace partnership affects stakeholder outcomes.

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References

2002Applied Latent Class Analysis 2001Manufacturing Advantage: Why High-Performance Work Systems Pay off 2000Employees and High‐Performance Work Systems: Testing inside the Black Box 2002Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM 2004A Critical Assessment of the High‐Performance Paradigm 2004What’s Driving the New Economy?: The Benefits of Workplace Innovation 1994The new American workplace: transforming work systems in the United States 1997How to Compete: The Impact of Workplace Practices and Information Technology on Productivity

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2016Public service mutuals: towards a theoretical understanding of the spin-out process 2010Partnership and organizing: An empirical assessment of two contrasting approaches to union revitalization in the UK 2013Workplace partnership and professional workers: ‘about as useful as a chocolate teapot’?2013Partnership, flexible workplace practices and the realisation of mutual gains: evidence from the British WERS 2004 dataset 2011How close can we dance? Labour–management partnership on a borderline

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