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

Authors: Bacon N.; Blyton P.

Source: International Journal of Human Resource Management, Volume 10, Number 4, 1 August 1999 , pp. 638-654(17)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

This article explores the effects on employees of co-operation and conflict the workplace, outlining six workplace types. A survey of union representatives UK steel industry reveals evidence of co-operative industrial relations linked to superior terms and conditions, employee involvement and health and safety outcomes. However, it fails to find evidence that co-operative industrial relations are associated a broader HRM package of workplace restructuring, high performance work teams security provisions. Nor is any association revealed between co-operation and a greater role for trade unions. These findings suggest workplace co-operation in this industry remains part of a traditional gainsharing package and an 'alliance of insiders' than an HRM partnership or union incorporation. This raises broader questions the ability of co-operation to deliver important aspects of organizational competitive advantage.

Keywords: CONFLICT; UNION-MANAGEMENT; RELATIONS; STEEL; INDUSTRY

Language: English

Document Type: Research article

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