Labour-Management Partnership in the Non-Union Retail Sector

Vidu Badigannavar, John Kelly

Research output: Contribution to journalArticle

Abstract

Analysts and policy advocates have argued that a meaningful labour-management partnership can be established in the absence of trade unions. In this paper we have examined employee outcomes of partnership in a medium-sized non-union retail firm, regarded as one of the ‘best practice’ cases of non-union partnership by the Involvement and Participation Association (IPA) of the UK. We have also compared the employee outcomes from our case study firm with those from a representative sample of retail sector workers from unionized and non-union retail firms in the UK. Findings indicate that compared to employees in other retail-sector firms, workers in the ‘best practice’ partnership firm were significantly disadvantaged with respect to their influence over workplace and policy decisions with little evidence of ‘mutual gains’ as claimed by partnership advocates.
Original languageEnglish
Pages (from-to)1529-1544
JournalInternational Journal of Human Resource Management
Volume16
Issue number8
DOIs
Publication statusPublished - 2005

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Personnel
Retail sector
Labor management
Employees
Retail
Best practice
Workers

Cite this

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Labour-Management Partnership in the Non-Union Retail Sector. / Badigannavar, Vidu; Kelly, John.

In: International Journal of Human Resource Management, Vol. 16, No. 8, 2005, p. 1529-1544.

Research output: Contribution to journalArticle

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