STEEL: A CLASSIC CASE OF INDUSTRIAL RELATIONS CHANGE IN BRITAIN*

Paul Blyton

14 citations0/0 files storedJournal of Management Studies

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

Abstract

ABSTRACT The interrelations between the search for greater flexibility and the decentralization of industrial relations have received comparatively little attention. The developments within British Steel over the past decade indicate how these two developments can interact. Against a background of a stagnant market for steel, overcapacity, changing state attitudes towards the nationalized sector and a national steel strike, management at British Steel have used local agreements as a key vehicle for introducing widespread restructuring and changes in work organization. In particular, the tying of local bonus payments to achieved performance and to changes in work organization has enabled management to introduce fundamental changes to traditional work arrangements with little worker or union resistance.

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References

1987The Road to Nissan 1990Core and Periphery in Employers' Workforce Strategies: Evidence from the 1987 E.L.U.S. Survey 1990Flexibility Agreements and their Significance in the Increase in Productivity in British Manufacturing Since 1980 1990The Decentralisation of Industrial Relations? – Recent Research Considered

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2000High Road and Low Road Teamworking: Perceptions of Management Rationales and Organizational and Human Resource Outcomes 1997Re-Casting the Occupational Culture in Steel: Some Implications of Changing from Crews to Teams in the UK Steel Industry 2000Industrial relations and the diffusion of teamworking – Survey evidence from the UK steel industry 1996Re‐casting the politics of steel in Europe: The impact on trade unions

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