Co-operation and conflict in industrial relations: what are the implications for employees and trade unions?

Article Abstract:

There are some positive outcomes for employees associated with co-operation in an 'alliance of insiders' model. However, there are also limitations to a co-operative approach, according to research into the impact on employees of co-operation and conflict in the workplace, investigating six workplace types. Co-operation does not seem to be linked with an enhanced trade union role in business issues, representing a shift towards joint governance. Managers do not appear to use workplace co-operation strategically as a way of introducing workplace change.

Participative Management, Research, Participatory management

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Among the ashes: trade union strategies in the UK and German steel industries

Article Abstract:

Trade unions in the steel industry in the UK have failed to respond adequately to management-led changes in the industry. They have depended on traditional methods and lines of interest representation. Many of the same issues have been faced by representatives of the work force in the German steel industry, which have managed to maintain an integrated role in management policy making.

Labor relations, Steel industry

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Worker responses to teamworking: exploring employee attributions of managerial motives

Article Abstract:

The views of employees on managers introducing teamworking at several sites within a steel company are examined. The comments of the employees are analyzed and their view of management motives is presented.

Business Personnel Management, Analysis, Human resource management, Work groups, Teamwork (Workplace), Beliefs, opinions and attitudes, Employees

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