A framework for the analysis of partnership at work is presented, emphasizing the principles, practices and outcomes of partnership. A survey using matched samples of 54 UK management and employee representatives found a link between partnership principles and practices, between practices and ratings of employee attitudes and behaviour, between these and estimates of positive employment relations and quality and productivity, finally between productivity and sales and profitability. The findings support a mutual gains model but show that the balance of advantage is skewed towards management and reflects generally low management trust in employee representatives.
British Journal of Industrial Relations – Wiley
Published: Jun 1, 2001
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