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.
|Journal||International Journal of Human Resource Management|
|Publication status||Published - 2005|