Employee Relations: An International Journal

Andrew R. Timming

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633037

Purpose – The purpose of this paper is to look analytically at the relationship between identity and trust in the context of European industrial relations. Design/methodology/approach – Drawing from a case study of a European works council from a large, multinational firm in the traditional manufacturing sector, the problem of exclusionary identity choices along the lines of national cultures and industrial relations is examined via ethnographic methods. Findings – In the light of the delegates' assumed identities, it was found that trust relations in the European Works Council case study were characteristically sub‐optimal both between worker and employers' representatives and also among the workers themselves. The extensive lack of trust in the forum was thought to be problematic with respect to the prospects for co‐operation. As a result, employers' representatives are able to use the European works council as a self‐serving tool of human resource management. Practical implications – The implications for improving cross‐national industrial relations action are spelled out in the conclusion. Originality/value – The paper offers a unique approach to studying the obstacles to co‐operation in European industrial relations settings.

Tom Redman; Ed Snape

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633046

Purpose – The purpose of this paper is to examine the evidence for trade union renewal in the UK fire service. Its aim is to consider two main questions: “How have union‐management relations and the industrial relations climate been affected by management reforms?” and “To the extent that there is deterioration in the IR climate, has this had an effect on union leadership style and also on union commitment and participation amongst ordinary members?” Design/methodology/approach – The paper draws on interviews with managers and union representatives and a survey of firefighters in the north of England. Findings – The research finds that a marked deterioration in the industrial relations climate led to changes in union leadership and to an increase in union commitment and participation amongst ordinary members. The poor climate created the conditions for union renewal by bringing forward union activists with more inclusive styles and by raising membership awareness of the need to vigorously defend their existing terms and conditions. Research limitations/implications – There is a research gap in the industrial relations literature on how industrial relations climate impacts on the renewal of workplace trade unionism. Originality/value – This paper helps to fill the research gap in the industrial relations literature on how industrial relations climate impacts on the renewal of workplace trade unionism.

Asma Bajawa; Jean Woodall

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633055

Purpose – The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003. Design/methodology/approach – Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management. Findings – A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce. Research limitations/implications – The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees. Practical implications – There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing. Originality/value – This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.

Natasha Caverley; Bart Cunningham; Lari Mitchell

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633064

Purpose – The purpose of this article is to understand better how specific conditions such as the degree of trust developed from previous negotiations, the level of expertise/style demonstrated by the negotiators, the clarity of the bargaining issues and the ability of facilitators to use problem solving‐based techniques affect the success of an integrative collective bargaining process. Design/methodology/approach – The researchers propose that cooperation may be affected by specific conditions. These key conditions were used in the analysis of two Canadian public sector collective bargaining experiences where two of the authors served as consultants and lead negotiators within the British Columbia public sector. Findings – Based on the analysis of two public sector collective bargaining experiences, it is suggested that ensuring the clarity of the bargaining issues was an important catalyst in moving the bargaining agenda forward. In addition, the previous negotiations and the expertise/style of the negotiators were important in the fragile level of trust which developed. No one condition was responsible for the success of collective bargaining. Rather, various conditions are jointly important and supportive to the overall success of the collective bargaining process. Research limitations/implications – As a limitation, this research is exploratory in nature and cannot be generalized to other collective bargaining situations. However, the case studies and its subsequent analysis are intended to provide a template for expanded study of collective bargaining and the mutual gain process by suggesting that the process (medium) surrounding the intervention is as important as the intervention itself. Practical implications – For practitioners, particularly labor relation specialists, the article provides a suite of conditions and practical strategies that may influence the cooperative nature of bargaining within their respective organization. Originality/value – This case study paper provides a conceptual framework for both scholars and practitioners to deconstruct and analyze inter‐organizational dynamics within a collective bargaining process.

David Lewis

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633073

Purpose – The purpose of this article is to explain why whistleblowing is important and to examine the recent empirical research relating to such confidential reporting/whistleblowing procedures in the UK. Design/methodology/approach – This article refers to the 1999 IRS Employment Trends/Public Concern at Work survey of public and private sector organisations, together with the work conducted in local government, further and higher education, schools and National Health Service (NHS) Trusts by researchers at Middlesex University between 2000 and 2003. Findings – The article establishes the prevalence of whistleblowing procedures, why they were introduced and the extent of trade union involvement. It identifies who can use these procedures, the types of concern that can be raised and who investigates them. Other issues discussed include: the need for confidentiality; the problems of reprisal and malicious allegations; the availability of advice and assistance and the existence of feedback. The article also describes how information about whistleblowing procedures is disseminated, who has overall responsibility for such a procedure within organisations and the extent of monitoring and review. Research limitations/implications – Overall the article suggests that public sector organisations have responded positively to the pressures to introduce whistleblowing procedures. Further empirical work needs to be carried out in order to ascertain the extent to which private sector bodies have introduced such procedures. Originality/value – This article presents research findings about whistleblowing procedures with observations about good practice and recommendations for the future.

Peter Urwin

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610633082

Purpose – It is hard to disentangle the possible reasons for differential rates of training incidence amongst older and younger workers. While older workers are less likely to undergo employer‐financed training, many do not take up the opportunity to train. Differences in training incidence are also reflected in the extent to which formal qualifications are associated with individuals from different age groups. The purpose of this paper is to investigate the human capital explanation for these differing experiences and ask whether they can shed light on employers' apparent differential treatment of older and younger employees. In an attempt to highlight the need for additional research in this area before the introduction of legislation in October 2006, the paper proposes considering the issue of mandatory retirement within this human capital framework. Design/methodology/approach – Through a review of the relevant literature and discussion around a number of cross‐tabulations the paper discusses issues relating to age, education and training within a human capital framework. Findings – The paper finds that, although human capital theory would seem to provide some explanation for the differential experiences of workers of different ages, when viewed from the employer perspective it is the time that an individual has left at the firm that is of importance, not their age per se . Practical implications – Recent announcements regarding legislation on mandatory retirement ages may result in the time to retirement no longer being such a straightforward function of an individual's age. In this case “training contracts” could be used to specify the minimum time an individual needs to be employed in order that the employer can reap the returns to investment in their human capital. Originality/value – The paper reviews issues that are relevant to policymakers, human resource practitioners, employers and employees.