Partnership in Practice
This paper examines human resource management practices adopted in a group of eight case study firms and their tendencies towards versus away from partnership. The analysis is based on data collected during interviews with 124 employees (75 in organisations tending towards partnership and 49 in organisations tending away from partnership) and senior managers, conducted in 1997-1998 for the Job Insecurity and Work Intensification Survey (JIWIS). Drawing on the perspectives of senior managers and employees, we examine the tendency of firms towards and away from partnership in employment relations; and in keeping with the JIWIS methodology (Burchell et.al., 2001) we combine quantitative and qualitative evidence in our analysis. Specifically, we are interested in what partnership looks like in these different contexts, the reasons it is pursued (or not), the degree to which companies have been successful in achieving their partnership objectives (from the perspective of both management and employees), and the conditions that have either facilitated or impeded partnership in relationships with employees.
|Date of creation:||Jun 2002|
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- Brown, W & Hudson, M & Deakin, S & Pratten, C, 2001. "The Limits of Statutory Trade Union Recognition," ESRC Centre for Business Research - Working Papers wp199, ESRC Centre for Business Research.
- Sue Konzelmann & Robert Forrant, 2000. "Creative Work Systems in Destructive Markets," ESRC Centre for Business Research - Working Papers wp187, ESRC Centre for Business Research.
- Wilkinson, Frank, 1983. "Productive Systems," Cambridge Journal of Economics, Oxford University Press, vol. 7(3-4), pages 413-29, September.
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