Trade unionism and partnership in practice: evidence from the Barclays–Unifi agreement

Abstract

This article draws on empirical evidence from Barclays Bank PLC to explore the impact of partnership on trade union organisation. It outlines the rationale, development, benefits and pitfalls of the partnership agreement between Barclays and Unifi. Particular attention is paid to the positive impact the agreement has had on systems of workplace representation and on the ways in which the partnership needs to develop to better serve the trade union side. It is argued that unions need to manage the risks of partnership, ensuring their continued legitimacy in the eyes of union members.

Better than Nothing? Is Non-union Partnership a Contradiction in Terms?

“…Again, these resonate with the definitions of partnership offered in the wider partnership literature (Guest and Peccei, 2001;Haynes and Allen, 2001;Martinez-Lucio and Stuart, 2004). In contrast to a climate of poor industrial relations which encouraged many unionised partnership agreements (Kelly, 2004;Oxenbridge and Brown, 2002;Wills, 2004) the focus appeared to be upon the creation of a communication channel with employees, and the provision of employee voice (Wilkinson et.al, 2004, Wilkinson et al 2007,Dietz et al 2009. This was said to have become particularly important as the organisation grew rapidly in a short space of time, in line with evidence that such representative structures are more common in larger organisations, and where a large number of employees are concentrated in a single location (Charlwood and Terry, 2007).…”

The British partnership phenomenon: a ten year review

“…, 2002; Martinez‐Lucio and Stuart, 2002; McBride and Stirling, 2002; Heery et al. , 2005; Wills, 2004; Wray, 2005). A second stream of literature focuses on the extent to which partnership delivers mutual or uneven benefits to employers, unions, and employees (see, for example, Badigannavar and Kelly, 2004, 2005; Danford et al.…”

Applying Budd’s model to partnership

“…Critical studies, on the other hand, suggested work intensification, job insecurity and limited union effectiveness (Kelly, 2004, Tailby et.al, 2004. More recent research reveals how partnership depends upon various contextual factors including underlying management and union strategies, rationale for partnership, and the way in which it has been implemented (Heery, 2002;Heery et.al, 2004;Roche and Geary 2002;Samuel, 2007;Wills, 2004). Different types of partnership have also been identified including formal/ informal, union/non-union, private/public sector arrangements, and typologies of partnerships have been developed (Kelly, 2004;Oxenbridge and Brown, 2004;Wray, 2004).…”

“…(Haynes and Allen, 2001;Wills, 2004). Critical studies, on the other hand, suggested work intensification, job insecurity and limited union effectiveness (Kelly, 2004, Tailby et.al, 2004.…”

“…Research has focused upon both the potential of partnership as a union revitalisation strategy (Haynes and Allen, 2001;Heery, 2002;Wills, 2004), and the extent to which mutual gains are actually realisable (Guest and Peccei, 2001;MartinezLucio and Stuart, 2005;Oxenbridge and Brown, 2004;Roche and Geary, 2002;Stuart and Martinez-Lucio, 2004;Terry and Smith, 2003).…”