The promotion of partnership in the high performance workplace has become central to policy debates on the modernization of employment relations in British industry. This book provides critical insights into the dynamics of partnership by way of in-depth case studies of employee experience in an under-researched industry noted for its high concentrations of skilled workers and graduates.
Author(s): Andrew John Danford, Michael Richardson, Paul Stewart, Martin Upchurch, Stephanie Tailby
Year: 2005
Language: English
Pages: 256
Cover......Page 1
Contents......Page 6
List of Figures and Tables......Page 8
Acknowledgements......Page 10
List of Abbreviations......Page 11
Foreword......Page 13
Notes on the Authors......Page 14
1 Modernization and Workplace Relations......Page 16
The high performance workplace......Page 18
From Japanization to Lean to HPWS......Page 21
Partnership at work......Page 25
Research design......Page 32
2 The Legacy of Trade Union Power......Page 36
The 1957 engineering dispute......Page 39
Piecework to measured day work......Page 41
Other patterns of conflict in the 1970s......Page 44
The Thatcher years......Page 47
Industrial democracy......Page 51
3 Organizational Restructuring and the New Insecurity......Page 58
Organizational restructuring in the aerospace sector......Page 61
High performance management and organizational change......Page 64
The new insecurity: worker attitudes to high performance management......Page 79
Conclusion......Page 89
4 High Performance Work Systems and the Production Worker......Page 91
High performance work organization on the shop-floor......Page 94
The quality of working life on the shop-floor......Page 108
Labour control and resistance......Page 114
Conclusion......Page 120
5 High Performance Work Systems and the Technical Worker......Page 123
High performance work organization and social relations in technical work......Page 126
The quality of working life in the technical office......Page 137
Technical labour, collectivism and resistance......Page 144
Conclusion......Page 149
6 Workplace Partnership: Management and Union Strategy......Page 151
The business case for partnership......Page 153
Partnership and union strategy: The case of Airframes......Page 159
Partnership and union strategy: The case of JetCo......Page 171
Conclusion......Page 179
7 Partnership and Worker Participation: Voices from the Floor......Page 182
Direct worker participation......Page 184
Indirect worker participation (1): The joint consultative committee......Page 197
Indirect worker participation (2): Union representation and partnership......Page 202
Conclusion......Page 211
8 Training and Development for High Performance: Supporting Partnership or Elites?......Page 214
Skills training......Page 218
Employee appraisals and control......Page 223
Gender, contract and employee development......Page 231
Conclusion......Page 236
9 Workplace Partnership: A Question of Interests......Page 238
The reality of partnership: conditions for mutuality or discord?......Page 242
Conclusion......Page 251
References......Page 255
C......Page 272
F......Page 273
I......Page 274
O......Page 275
S......Page 276
T......Page 277
Y......Page 278
