Employee representation and partnership in the non-union sector: a paradox of intention?

Article

Upchurch, M., Danford, A., Richardson, M. and Tailby, S. 2006. Employee representation and partnership in the non-union sector: a paradox of intention? Human Resource Management Journal. 16 (4), pp. 393-410. https://doi.org/10.1111/j.1748-8583.2006.00027.x
TypeArticle
TitleEmployee representation and partnership in the non-union sector: a paradox of intention?
AuthorsUpchurch, M., Danford, A., Richardson, M. and Tailby, S.
Abstract

Non-union forms of employee representation have become increasingly prominent in UK workplaces in the last 15 years. In addition, partnership working has been encouraged by New Labour, the Chartered Institute of Personnel and Development, the Confederation of British Industry and the TUC as a route to higher commitment and higher individual and organisational performance. These trends have been further encouraged by recent European Union legislation. This article seeks to examine the implied linkages between non-union employee representative
mechanisms and partnership working and their influence on the effectiveness of employee voice as a conduit of high performance. The article is based on a case study
organisation from within the UK finance sector, and data are drawn from semistructured interviews with managers and staff and a survey of employee attitudes. The article concludes that employers’ attempts to utilise a non-union partnership framework for organisational gain are severely constrained by structural limitations on effective employee voice.

Research GroupEmployment Relations group
JournalHuman Resource Management Journal
ISSN0954-5395
Publication dates
PrintNov 2006
Publication process dates
Deposited28 Nov 2008
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1111/j.1748-8583.2006.00027.x
LanguageEnglish
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