Workforce adjustment strategies and concession bargaining in times of crisis: A qualitative approach based on French case studies

Abstract

Although the scale of the current crisis undoubtedly implies heavy repercussions on employment and work, this paper draws on the experience of French firms that implemented various workforce adjustments during the 2008 crisis. We focus on how adjustments were negotiated and the bargaining leeway for employee representatives. On the basis of 14 case studies, we seek to determine whether the crisis has led to concession bargaining and, if so, assess the characteristics of the bargaining. Mobilizing the power resources approach, we identify three types of concession bargaining based on their reciprocal and reversible features and question how actors were able to mobilize resources (institutional, associational and structural) at the workplace level. Our analysis shows that times of crisis are conducive to concession bargaining, the counterparts of which are not always identifiable for employees. Ultimately, it raises the need to identify new resources that unions could mobilize to defend jobs in the face of the COVID‐19 crisis.

The role of union health and safety representatives during the COVID‐19 pandemic: A case study of the UK food processing, distribution, and retail sectors

“…Unilateralism was the dominant UK employer response to the 2008 recession (López‐Andreu, 2019 ). While union density was a factor in moderating job insecurity in the UK private sector during the recession (Wang et al, 2021 ), studies of other European countries highlight the importance of concession bargaining in exchange for job security in times of crisis (Delahaie & Perez, 2021 ; Roche & Teague, 2015 ). The UK's unilateral response during previous crises implies similar challenges for collective representation under COVID‐19.…”