A Review and Critique of Research on Developments in Joint Consultation<sup>1</sup>

Marchington, Mick

doi:10.1111/j.1467-8543.1987.tb00723.x

Cited by 18 publications

(11 citation statements)

References 8 publications

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“…Broadly, the character of joint consultation takes three forms: a substitute for collective bargaining and union representation, a means of undermining collective bargaining, or an adjunct to collective bargaining where there is union recognition (Marchington, 1987). In the last case, there may be gains for both parties.…”

Section: Australia In International Competition 227mentioning

confidence: 99%

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

Haynes

Marchington

Boxall

2006

Asia Pacific Business Review

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The level of interest in workplace union -management partnership (WUMP) in Britain in recent years contrasts markedly with New Zealand experience. The characteristics of contemporary notions of WUMP are discussed before considering how it has developed in the UK and examining the historical New Zealand experience with more co-operative models of unionmanagement engagement. With this backdrop, we consider the factors that may explain why there are differences between NZ and Britain in this style of industrial relations. The small scale of New Zealand enterprise (and of unions) and the absence in New Zealand of EU politics and regulation are seen as the major factors in any explanation.

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Section: Australia In International Competition 227mentioning

confidence: 99%

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

Haynes

Marchington

Boxall

2006

Asia Pacific Business Review

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“…Nor is a more positivesum participation situation, even in wellorganised manufacturing, quite as unthinkable as Ramsay [35] suggests. The 'complementary' model of Joint Consultatation [36] underlines this possibility. The GM/UAW 'Joint Process' [37], and 'single-union deals' are other possible candidates.…”

Section: Extent: Ei and The Renaissance Of Participationmentioning

confidence: 99%

The use of cycles? explaining employee involvement in the 1990s

Ackers

Marchington

Wilkinson

et al. 1992

Industrial Relations Journal

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Drawing on evidence from twenty-five case studies from different sectors and parts of the country, the authors challenge Ramsay's influential 'cycles of control' theory o f participation as a managerial response to industrial relations pressures from below. Through a series of 'ideal type'scenarios, they indicate the range of management motives behind the new 'wave' of employee involvement schemes.Employee participation is a recurring theme of British industrial history. The main objective of this article is to address its latest incarnation as 'employee involvement' (EI), and to challenge the view that nothing much changes in British capitalism except the pattern on the boardroom wallpaper and the sign on the personnel office door. We argue that the new EI does not fit easily into the old theories of participation, and point to the exhaustion of explanatory concepts ~~ ~~~

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“…Broad's study of a Japanese‐owned firm in the UK found the development of a ‘consensus culture’ problematic for the effectiveness of joint consultation. Marchington (Marchington and Armstrong, ; Marchington, ) in a series of studies examined some of the common critiques of joint consultation, that it was ineffective because of its focus on trivial issues, a management con in that it was a ‘tool for management control’, and only likely to succeed where unions were weak and unorganised. Findlay's study () found that employees in general were uninterested and widely critical of the operation of their representative WCs.…”

Section: Wc Effectiveness and Outcomesmentioning

confidence: 99%

The outcomes of works councils: the role of trust, justice and industrial relations climate

Kougiannou

Redman

Dietz

2015

Human Res Mgmt Journal

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This paper investigates trust and organizational justice as antecedents of Works Council (WC) effectiveness perceptions, and the moderating role of industrial relations climate on this relationship. A two-year longitudinal study of Works Council participants in two UK organizations (a Housing Association and a Professional Services firm) was undertaken.Results show positive significant relationships between both trust and organizational justice and WC outcomes of WC performance, WC usefulness, and outcome satisfaction. Industrial relations climate is found to moderate the relationship between justice and WC performance, WC usefulness and outcome satisfaction.

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A Review and Critique of Research on Developments in Joint Consultation¹

Cited by 18 publications

References 8 publications

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

The use of cycles? explaining employee involvement in the 1990s

The outcomes of works councils: the role of trust, justice and industrial relations climate

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A Review and Critique of Research on Developments in Joint Consultation1

Cited by 18 publications

References 8 publications

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

Workplace Union–Management Partnership: Prospects for Diffusion of Contemporary British Approaches in New Zealand

The use of cycles? explaining employee involvement in the 1990s

The outcomes of works councils: the role of trust, justice and industrial relations climate

Contact Info

Product

Resources

About

A Review and Critique of Research on Developments in Joint Consultation¹