Industrial relations and the diffusion of teamworking – Survey evidence from the UK steel industry

Abstract

This article explores the industrial relations factors associated with the adoption of teamworking and allied new working practices. A survey of trade union representatives in the UK steel industry reveals evidence that managers are less likely to introduce teamworking when they have to negotiate with trade unions. However, contrary to expectations derived from the existing literature linking teamworking with co‐operation, more conflict with unions was reported in workplaces where managers had introduced teamworking. In particular, when teamworking involved abandoning the distinction between process and maintenance work, conflict developed over health and safety and training issues. Union representatives were also more critical where managers sought teamworking for narrowly defined economic reasons, although union attitudes towards teamworking overall did not appear an important obstacle. However, formal agreements protecting workers, involving job security and redundancy provisions, did encourage cross‐functional working and teams adopting more responsibilities.

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