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Chris Jarvis
male, FT, unionised, manual, heavy industries & public sector , restrictive practices, strikes & collective bargaining? Employee relations - more diverse jobs: non-manual, female, PT, non-union, services, high tech, new business etc Focus = regulation of employment relationship (control,
adaptation, adjustment) - legal, political, econ, social, historical contexts. Collective aspects?
operating within & outside the workplace concerned with determining & regulating employment relationships.
Chris Jarvis
Unitary
Authoritarian Paternalism
Pluralistic
Cooperation Conflict
Marxist
Evolution Revolution
Approaches to IR
Input
Conflict differences
Conversion
Institutions & processes
Output
Regulation (rules)
Social action
Comparative
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Wider approaches
Unitary
Assume
Pluralistic
Post-capitalist society Sectional groups - coalesce different values, interests, objectives
Marxist
Capitalist Division of labour/capital social imbalance + inequalities power, wealth etc
Nature of conflict one authority /loyalty irrational + fractional coercion competitive authority /loyalty (formal/informal) inevitable, rational, structural compromise + agreement legitimate internal, integral to workplace accepted role in econ & managerial relations inherent in econ. & social systems disorder - precursor to change
Conflict resolution
TU Role
change society employee response to capitalism mobilise, express class consciousness develop political awareness & activity
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Input-output model
convert potential for conflict into regulation reconcile conflicts of interest through legitimate, functional processes & institutions at the heart ....... collective bargaining regulatory output
Rules: unilateral, joint or imposed by government substantial & procedural arrangements within-the-organisation or external rules (law, national agreements) varying degrees of formality
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structural factors may limit individual choice & action bounded rationality - interrelated decisions may fix or
significantly shift values, focus, roles or relationships.
Chris Jarvis
increase in womens activity rates level + nature of unemployment, long vs. short-term jobs manufacturing service + globalisation vs. local market regulation strategies + dual labour markets
Possible Issues
Unskilled, semi-skilled & skilled. Blue-collar, white-collar. Professionalisation. Other desire the same. UK recognition of engineers UK class system & differential access to education (private schools) & labour divisions. Passive & active policies Retirement age, unemployment benefit, training, job support Who pays - via taxation or direct Er /Ee contributions? Interventionist & corporatist approaches (state regulation) Deregulation - free, flexible labour market, pay decided by ability to pay.
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Government interest
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Economic environment
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Male FT Manufacturing 1981 1991 Services 1981 1991 4242 3157 -26% 5460 5691 +4%
+20% +29%
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Social environment
industrialised, capitalist society principles of freedom of thought, expression & association Protestant work ethic Welfare state vs. independence & expansion of individual opportunities class & social mobility - manual to middle & professional home & share ownership unemployment, haves & have nots. NHS vs. private
medicine
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Political environment
internal organisational decision-making. Power-authority structures external governmental politics individual liberalist, laissez faire vs. corporatist, interventionist government responsibility for high employment privatisation (public vs private) TU role/protections & employer role/protections law & order European Union - national vs supra-national & conflicting political ideologies
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in restraint of trade - Tolpuddle Martyrs late 19 c. TUs & collective bargaining confined to skilled
th
trades & piecework. Industrial strength, mutual assurance, control over entry. Common interest in local rules. Employer interest in controlling wage competition WW1 industry level bargaining uniformity in wage claims. 1916 Whitley Committee 70+ JICs set up 191821 20s & 30s recession, unemployment decline in TU membership, wage cuts and...!!!...more industrial action. Some JICs disbanded (industries facing foreign competition). Many survive (public utilities, Logov & govt.)
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Donovan Commission (1968) recommends reform of voluntary coll. bargaining. Pluralism & company agreements 1970s IR tensions & confrontations (3 day week, miners, Winter of
Discontent, wage push inflation). Employment legislation to enhance worker rights & extend coll. bargaining. Voluntary incomes policy. From early 80s recession
improvement in economic conditions ----> inc. TU membership & IR activity. Pressure on industrial bargaining. Productivity problems. PIP. Shift to shop floor bargaining (stewards vs national officials).
Govt non-intervention re- industrial restructuring but strengthening of individual over collective rights. TU member decline. Competitiveness, globalisation & and TQM. Managerial (HRM) resurgence.
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Employment Acts 1980 , 1982, 1988 & 1990 Trade Union Acts 1984 & Wages Act 1986 Employment Acts, Trade Union Reform Employment Act 1993 Employment Rights Act 1996
no statutory recognition procedure nor closed shop no immunity from secondary industrial action independently scrutinised ballots for industrial action union officers responsible for unlawful actions & must repudiate right NOT to be disciplined by union for not taking part in action secret ballots for election of NEC officers abolished Wages Councils (price people back into jobs) early 80s confrontations: miners, Wapping P&)/NUS extended rights to obtain redress individually new realism - single union agreements
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New Realism?
management proactivity - neo-HRM, TQM & IIP. Integration with business competitiveness, excellence, customer care. bargaining structures shift from
management-union (collective) to management-individual relationships (communication, empowerment, ownership) multi- to single-employer. Sole-union recognition for flexible working
flexibility & individual. more temporary & part-time working core/periphery staff with task-function & time flexibility. performance-related pay (individual & team) share ownership & profit bonuses
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utilitarian or democratic impersonal technical notion reciprocity of the exchange, consistent with other exchanges, equality of treatment & consideration.
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individual negotiation vs combining against Er-Ee imbalance Oversimplification to say Mgt-employee relationship = individual & Mgt-TU = collectivism . Issue = degree to which the individual is or should be
Feels in control, responsible, allied with or subordinated to, regulated by & protected
Mgt claim right to deal with staff without intermediate TU constraint (represent/regulate on joint basis) Individual PRP vs. one package for all individual sees his/her well-being deriving from own efforts vs.fraternalism (improvement through solidarity)
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Chris Jarvis
countervailing force, pressure group. Note: bargaining leverage & member willingness to act together. Economic regulation - maximise member returns within wage-work framework. Note: political nature of TU wage policy - comparability & differentials. Inflation & unemployment (cost-push & demand pull). Win bigger slice of national income. Job regulation - establish a joint-rule making system to protect members from arbitary management action . Enable participation in decisions affecting their employment. Expand job opportuities? Social change - express social cohesion, aspirations, political ideology & develop a society which reflects this? Institutionalise class & conflict? Dilemma of participating in government. Member services - provide benefits/services to members Self-fulfilment - assist individuals to develop outside their job domain & participate in wider decision-making processes
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Union character
expression of sectional/class consciousness ---> socialist society social responsibility - exercise role in non-detrimental ways business unionism - maximise benefits from employer relationships welfare unionism - wider social, econ. & political involvement for all political unionism - through political alliances
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Blue/white collar Manual, clerical, technician, technologist, supervisor, manager Heavy light, old high-tech. industry Individualism vs. fraternal/collective instrumental reasons for joining. Support in uncertainty preference for cooperation with Mgt rather than
conflict
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What is Recognition?
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TU Recognition Process
Claim for recognition Management policy TU & employees expectations Bargaining unit (common interest, internal homogeneity) characteristics of work group (skills, pay, jobs, dispersion) TU membership % collective bargaining arrangements management structure & authority Degree of recognition representative &procedural only negotiating (some/all, joint or sole) union membership agreement Recognition ballot What %? management rights to manageappropriate scope & instutions of collective bargaining role of representatives Bargaining agent independent appropriate for all employees effective/sufficient resources representative
Recognition agreement
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Recognition
Grunwick 1977 determined not to grant recognition & dismissed all employees who took action Recognition & non-recognition often exist side by side decline in membership & now 1998 Fairness at Work
- Govt proposals to enable employees to have a TU recognised by their employer where a majority of relevant workforce wishes it & to introduce statutory procedures for both recognition & derecognition
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Collective Bargaining
an institutionised system of determining terms & conditions of employment & regulating the employment relationship between representatives of Mgt & employees intended to result in an agreement which may be applied across a group of employees.
decline in coverage 1980 - 90 collective agreements > union membership. public sector > private manual > white collar manufacturing > service men > women
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conjunctive bargaining mutual coercion - agreed truce - indispensible to each other - Lose-lose cooperative bargaining both accept neither will gain advantages unless the other gains too. Win-Win - willingness to concede - to increase size of cake distributive bargaining basic conflict over slice of the cake. Fixed-sum game - if you win, I lose. integrative bargaining (common perception & acceptance of issue) Mgt accept employee influence. TU accepts business responsibility. Cooperate to increase cake. Adversarial- cooperative tension remains intra-organisational bargaining.
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Procedural rules
pay (basic, overtime, PBR, guaranteed payments.....bonuses???), hours (37, 40, shifts, shorter week, flexi-time?) , holidays, fringe benefits (pension, sick pay, company cars?, BUPA?). Annual negotiations. status quo (no change until disputes procedure exhausted). Shop stewards, grievance, negotitating, disputes, redundancy, consultation, discipline?
National/Industry wide (multi-employer & TU Federations?) Company-wide Plant/shop level
=carried out. Flexibility, multi-skilling, productivity, assignments, teams, use of contractors, operating procedures? Bargaining levels
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industrial democracy (worker control) - little currency in contemporary market-driven economies participation in decisions traditionally the prerogative of
management
equal power or management style/good-will? HRM & reaction against confrontation management
Task participation: empowerment, cell technology, team working, briefing groups & quality circles, delegation, job enrichment & MbO joint problem-solving. McGregor Theory Y. Employee reports. 360 degree appraisal
approved deferred share trusts SAYE to buy company shares employee share ownership plans 33
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Employee participation
Worker directors Bullock report Works Councils European pressure for Mgt to consult employee
representatives
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