Social Partnership and the Mutual Gains Organization: Remaking Involvement and Trust at the British Workplace

Mark Stuart · Miguel Martínez Lucio

34 citations0/0 files storedEconomic and Industrial Democracy

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

Abstract

This article explores the development of partnership-based approaches to industrial relations at the British workplace. Drawing empirically from a unique data set of Manufacturing, Science and Finance Union (MSF) workplace representatives and a workplace case study, the article explores the attitudes and experiences of trade unionists to partnership and assesses the level of support and voice mechanisms open to them in furthering the partnership agenda. The study shows that while MSF representatives appear open to the responsibilities placed upon them in the rhetoric of partnership, there is little evidence to suggest that management has reciprocated.

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References

2003Research Methods for Business Students 2000Research Methods for Business Students 1970Exit, Voice, and Loyalty 1998Britain at Work 1995The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government.1998British trade unions and social partnership: rhetoric, reality and strategy 1997The Representation Gap 1999Pay and Working Time: Towards Organization‐based Systems?

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2010Dimensions of internationalism and the politics of the labour movement 2011‘Soft regulation’ and the modernisation of employment relations under the British Labour Government (1997–2010): partnership, workplace facilitation and trade union change 2005Workplace partnership and public service provision 2017Improving social dialogue: What employers expect from employee representatives 2011Workplace partnership and employee involvement – contradictions and synergies: Evidence from a heavy engineering case study 2016

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