Deliberation, Employment Relations and Social Partnership in the Republic of Ireland

Abstract

This article discusses the potential role of deliberation as an alternative to bargaining in industrial relations. This is carried out through the examination of a case study of a working group designed to formulate mechanisms to encourage workplace financial participation in the Republic of Ireland. It suggests that a specific set of circumstances are required for effective deliberation and that the reality of achieving these in industrial relations contexts is unlikely. In particular, the inability of parties to take an impartial stance hinders them from taking a more detached perspective. In conclusion, the article questions the usefulness of the deliberation concept in industrial relations.

It must have been love ... but it’s over now: the crisis and collapse of social partnership in Ireland

“…Thus, a significant feature of the partnership process involved the avoidance and postponement of difficult or contentious decisions in favour of further deliberation. By 2003, it was tacitly acknowledged by the parties that very few concrete initiatives had emerged from the various task forces and their incidence was subsequently scaled back (Donaghey, 2008). Moreover, once the crisis struck, and fiscal difficulties meant the opportunities for review and compromise were circumscribed, the government ultimately took the 'hard' decisions, settling little store by the views of partnership actors or institutions.…”

Why has Irish Social Partnership Survived?

“…This was a genuine move to open up the formation of public policy, yet very few of the working groups succeeded in developing initiatives that enjoyed the support of all the social partners and of the Government. As a result, few concrete policy initiatives emerged from their deliberations (Donaghey 2008: 37–8; Hardiman 2006: 362). Moreover, servicing all these working parties proved to be an extreme administrative burden.…”