Partnership at work has been stressed in the UK by the establishment of the TUC Partnership Institute in 2001. Furthermore the government provides support by the partnership at work fund. This work examines the chances of success of the partnership approach to employee relations by evaluating advantages and disadvantages to employees and employers and their representatives. Furthermore, a comparison to previous approaches to employee relations is carried out.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Effects on individual employees
- Advantages for individual employees
- Disadvantages for individual employees
- Effects on trade unions
- Advantages for trade unions
- Disadvantages for trade unions
- Effects on employers
- Advantages for employers
- Disadvantages for employers
- Partnership at work – prospects for success
- Comparison to previous approaches to employee relations
- A comparison to the pluralist approach between the Second World War and 1979
- A comparison to the unitary approach during the Thatcher era
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This work explores the potential for success of the partnership approach to employee relations in the UK. It examines the advantages and disadvantages of this approach for employees, employers, and their representatives. The work also compares the partnership approach to previous models of employee relations, particularly the pluralist and unitary models.
- The impact of partnership at work on individual employees, including advantages and disadvantages.
- The implications of partnership at work for trade unions, including opportunities and challenges.
- The effects of partnership at work on employers, including potential benefits and drawbacks.
- A comparison of the partnership approach to previous models of employee relations in the UK.
- An assessment of the prospects for success of the partnership approach to employee relations.
Zusammenfassung der Kapitel (Chapter Summaries)
The introduction provides an overview of the partnership at work approach, outlining its key features and its significance in the UK context.
Chapter 2 focuses on the effects of partnership at work on individual employees. It examines both the potential benefits, such as improved personal development and increased employee involvement in decision-making, and the potential drawbacks, such as increased flexibility demands and potentially moderate pay agreements.
Chapter 3 discusses the implications of partnership at work for trade unions. It explores how this approach can provide unions with opportunities to rebuild their influence and membership, but also highlights potential challenges, such as the need to adapt to a more consensual approach to negotiations.
Chapter 4 examines the effects of partnership at work on employers. It considers the advantages, such as increased employee engagement and a more collaborative workplace, but also the potential disadvantages, such as the need for greater transparency and the potential for conflict with unions.
Chapter 5 delves into the prospects for success of the partnership at work approach. It analyzes the factors that could contribute to its success, as well as the potential barriers to implementation.
Chapter 6 compares the partnership approach to previous models of employee relations in the UK, particularly the pluralist approach prevalent between the Second World War and 1979 and the unitary approach adopted during the Thatcher era.
Schlüsselwörter (Keywords)
The primary keywords and focus topics of this work include employee relations, partnership at work, trade unions, employer-employee relations, collective bargaining, workplace relations, employee engagement, and the UK context. The work examines the different perspectives on partnership at work, exploring the advantages and disadvantages for individuals, unions, and employers.
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- Hauke Barschel (Autor), 2004, Partnership at work, Múnich, GRIN Verlag, https://www.grin.com/document/23657
