Industrial Relations: Exploring the Employment Relationship Dynamics

This report provides an in-depth analysis of the employment relationship within the field of industrial relations. It begins by defining industrial relations (IR) and distinguishing it from personnel management (PM) and human resource management (HRM). The report emphasizes the significance of paid employment for both employees and employers, highlighting its role in income, identity, and competitive advantage. It explores the importance of the employment relationship in organizing human resources and addresses the interplay of control and consent. The report further examines key issues in the regulation of work, including labor market participation, pay, and inequality, along with the trends of economically inactive people and the polarization of work. It also includes data and statistics from the UK to illustrate these points and concludes with a discussion of the analytical approaches used within IR as a field of study, and the structure of the book from which the chapter is taken.

1
The Employment Relationship and the
Field of Industrial Relations
Paul Edwards
This paper contains the text of Chapter 1 of the second edition of Industrial Relations:
Theory and Practice in Britain, to be published by Blackwell in January 2003. This is a
wholly revised version, including two completely new chapters, of the book first
published in 1995. The chapter refers to other chapters in the text, which are listed below.
1. The Employment Relationship Paul Edwards
2. The Historical Evolution of British IR Richard Hyman
3. Structure of Economy and Labour Market Peter Nolan and Gary Slater
4. Foreign Multinationals and Industrial Anthony Ferner
Relations Innovation in Britain
5. The State: Economic Management & Colin Crouch
Incomes Policy
6. Labour Law and Industrial Relations: Linda Dickens and Mark Hall
A New Settlement?
7. Management: Systems, Structure and Strategy Keith Sisson & Paul Marginson
8. The Management of William Brown, Paul Marginson, &
Collective Bargaining Janet Walsh
9. Trade Unions and Collective Industrial Action Jeremy Waddington
10. Employee Representation: Shop Stewards and Michael Terry
the New Legal Framework
11. Industrial Relations in the Public Sector Stephen Bach & David Winchester
12. Individualism and Collectivism in Industrial Ian Kessler & John Purcell
Relations
13. New Forms of Work Organization: Still Limited, John F. Geary
Still Controlled, but Still Welcome?
14. Managing without Unions: the Sources and Trevor Colling
Limitations of Individualism
15. Training Ewart Keep & Helen Rainbird
16. The Industrial Relations of a Diverse Workforce Sonia Liff
17. Low Pay and the National Minimum Wage Jill Rubery & Paul Edwards
18. Industrial Relations in Small Firms Richard Scase
19. Industrial Relations, HRM and Performance Peter Nolan and Kathy O’Donnell
Concluding Comments Paul Edwards

2
The term ‘industrial relations’ (IR) came into common use in Britain and North America
during the 1920s. It has been joined by personnel management (PM) and, since the
1980s, human resource management (HRM). All three denote a practical activity (the
management of people) and an area of academic inquiry. Texts in all three fields
commonly take as their starting point the corporate assertion that ‘people are our most
important asset’: if this is indeed so, there is little further need to justify a text. Yet we
need first to explain what lies behind this apparent axiom. It is then important to highlight
some of the key current issues about the conduct of work in modern Britain. We can then
consider how IR as an academic approach addresses these issues and the distinction
between it and the other two fields of inquiry. Finally, the structure of the book is
explained.
First, some basic explanation. ‘Industry’ is sometimes equated with
manufacturing, as in contrasts between industry and services. ‘Industrial relations’ has in
principle never been so restricted. In practice, however, attention until recently often
focused on certain parts of the economy. These in fact embraced more than
manufacturing to include the public sector for example but there was neglect of small
firms and large parts of the private service sector. Whether or not there were good
reasons for this neglect (and the case is at least arguable), the situation has changed, and
recent research has addressed growing areas of the economy such as call centres. To
avoid confusion some writers prefer the term ‘employment relations’, and if we were
starting from scratch this might be the best label; yet the term ‘IR’ has become
sufficiently embedded that it is retained here to cover relations between manager and
worker in all spheres of economic activity. The focus is employment: all forms of
economic activity in which an employee works under the authority of an employer and
receives a wage in return for his or her labour. Industrial relations thus excludes domestic
labour and also the self-employed and professionals who work on their own account: the
contractual relations between a self-employed plumber and his customers are not
‘industrial relations’, but the relations between a plumbing firm and its employees are. In
the UK self-employment comprises about 12 per cent of people in employment (see
Table 1.1, below). The bulk of the working population is thus in an employment

3
relationship, with the great majority of them, of course, being employees rather than
employers.
Table 1.1 Employment, unemployment and earnings, UK
Population by employment status (thousands)
Total Economically In Unemployed Economically
active employment (ILO definition) inactive
Males age 16-64
1990 18312 16175 15027 1148 2136
2000 19020 16034 15049 984 2987
Females age 16-59
1990 16706 11912 11122 790 4794
2000 17292 12534 11916 618 4758
Distribution of employed population (thousands)
Employees Self-employed
Full-time Part-time Full-time Part-time
All males
1992 10971 658 2260 182
2000 11917 1064 2029 272
All females
1992 5963 4491 420 366
2000 6489 5032 427 423
Percentage of age group in employment in 2000
age 18-24 25-34 35-49 50-64 (M) / 50-59 (F) 65+ (M) / 60+ (F)
Males 71.3 88.9 88.5 68.8 7.6
Females 64.1 71.7 74.9 63.9 8.2
Percentage of all unemployed who were out of work > 12 months in 2000, by age (ILO
definitions)
age 18-24 25-49 50+
Males 20.4 39.3 46.2
Females 10.3 21.2 31.6
Hourly earnings in £ (all full-time employees) and prices
Earnings RPI
All Male Female (1987 = 100)
1990 6.37 6.88 5.31 126.1
2000 10.32 11.00 9.02 170.3
Note: Figures are for spring each year and seasonally adjusted. Earnings data are derived from the
New Earnings Survey.
Source: Labour Market Trends, March 2001.
Some writers define IR no more exactly than the study of all forms of the
employment relationship. This is not sufficiently precise to distinguish it from the

4
economics or sociology of work. More importantly, there are some distinct emphases in
an IR approach which give it a specific value in explaining the world of work. These
emphases are discussed below. There has been much debate over the years as to whether
the emphases and analytical preferences of IR make it a discipline, as distinct from a field
of study. The view taken in this chapter (which is not necessarily shared by other
chapters) is that IR is a field of study and not a distinct discipline. Indeed, one of its
strengths is its willingness to draw from different disciplines so that people who
specialize in the field have developed an analytical approach which is more than the sum
total of the application of individual disciplines. Even if this view is accepted, there are
competing views as to the strengths and weaknesses of the approach, and whether it has
responded adequately to the changing nature of work. Some of these issues are addressed
below.
Why is paid employment important? It is important to the employee most
obviously as a source of income. Note that it is not the case that work outside
employment is an easy alternative: at one time, it was argued by some that a combination
of unemployment, self-provisioning and work in the informal economy provided an
alternative to the formal economy, but research found that such work tends to be
additional rather than an alternative to formal employment. Work is also important to the
employee as a means of identity. ‘What do you do for a living?’ is a standard query to
locate a new acquaintance. And what goes on within the employment relationship is
crucial, not only in terms of the pay which is earned but also the conditions under which
it is earned: the degree of autonomy the employee is granted, the safety of the work
environment, the opportunity for training and development, and so on.
For the employer the work relationship is crucial in two different senses. First, it
is commonly argued that capital and technologies are increasingly readily available, so
that a firm’s competitive position depends on the skills and knowledge of its workers.
Some analytical grounding for this argument comes from the resource-based view of the
firm which developed from debates on strategic management. This view sees the firm as
a bundle of assets and argues that it is the configuration of these assets, rather than
positioning in relation to an external market, which is central to competitive advantage
(Wernerfeld 1984; see further Chapter 7). Not surprisingly, HRM and IR writers have

5
latched onto this idea, arguing that ‘distinctive human resources’ are the core resource
(Cappelli and Crocker-Hefter 1996). Second, and fundamentally, these ‘human resources’
are different from other resources because they cannot be separated from the people in
whom they exist. The employment relationship is about organizing human resources in
the light of the productive aims of the firm but also the aims of employees. It is
necessarily open-ended, uncertain, and, as argued below, a blend of inherently
contradictory principles concerning control and consent.
Finally, paid employment is important to society for what it expects in terms of
‘inputs’ and produces as ‘outputs’. Inputs include how much labour is demanded (with
obvious implications if demand is less than supply, resulting in unemployment) and what
types of labour are sought (influencing, for example, the kinds of skills which ‘society’
provides through the education system). If employment is structured on gender lines, this
will have major consequences for the domestic division of labour and the roles of men
and women in society; the traditional image of the male breadwinner applied not only to
paid employment but also had implications for the ability of women to engage in politics,
the arts, and sport. ‘Outputs’ include not only goods and services but also structures of
advantage and disadvantage. These are properly called structures because they are
established features of society which are hard to change, for example differences of pay
between occupations and between men and women.
Issues in the Regulation of Work
If work is important, how many people are in an employment relationship and how many
are not, and what has been happening to work relationships? The exercise in Box 1.1 may
thus be helpful.

6
Box 1.1 Labour market participation, pay, and inequality
Consider the population of working age. Official statistics distinguish between the
economically active and the inactive. The former group is then divided into those
currently employed and the unemployed. The employed can be divided according to
status (employee or self-employed), whether the work is full- or part-time, and so on.
Table 1.1 provides some basic figures on these categories, together with information on
unemployment and earnings. Table 1.2 gives abbreviated data on the distribution of
employment by sector. What are the main patterns that can be observed? It may also be
useful to consider what such terms as ‘economically active’ mean and how statistics on
such things as unemployment and earnings are compiled.
There are several important features of work in Britain which need to be borne in mind in
considering the implications of the figures. Details and further discussion can be found in
Gregg and Wadsworth (1999).
• The number of ‘economically inactive’ people of working age has risen, particularly
among the over-50s. Early retirement is a common means for firms to shed labour.
What might this say about the nature of jobs?
• Work has polarized across households: there are more families where all the adults
work, and more where no one is in paid employment. What might this say about links
between work and home? Regional differences in employment and unemployment
rates are also substantial, as a glance at the relevant figures in Labour Market Trends
will show. For example, in January 2001 unemployment (based on those claiming
unemployment benefit, not the ILO definition used in Table 1.1) was 6.6 per cent in
the region of highest unemployment in the UK, the north-east of England, but within
that region rates for localities ranged from 3.4 to 12.3 per cent. In the lowest
unemployment region, the south-east, the average rate was 1.9 per cent, with
localities varying between 0.5 and 7.4 per cent.
• If we look at households where someone is in work, the number of hours per week
devoted to work has risen since about 1980. Work effort intensified over the same
period, at first in manufacturing and then in services (Green 2001). Why might this
be, and what does it say about workers’ experience of work?
• Men’s employment rates have fallen while women’s have risen. But this latter rise is
largely restricted to women with working partners; there is no change for single
women or lone parents. The gender pay gap has narrowed, but it remains substantial,
and has in fact widened for women working part-time. Why?
• Wage inequality has risen (as it has in other countries, though generally more slowly)
to reach levels higher than during most of the twentieth century. Why?

7
Table 1.2 Distribution of employees by sector, UK (thousands)
1990 2000
Mining, quarrying, electricity, gas and water 406 204
‘Engineering’ 1544 1258
All other manufacturing 3334 2705
All services 16643 18597
Wholesale and retail trade, repairs 3741 4126
Hotels and restaurants 1207 1395
Financial intermediation 1055 992
Renting, research, computers etc 2410 3207
Health and social work 2311 2541
Note: ‘Engineering’ = machinery, electrical equipment plus transportation equipment.
Source: Summarized from data in Labour Market Trends , March 2001, which contains a more
detailed breakdown.
Alongside such trends have been developments in the management of work which
are analysed in detail in this book. They include a decline in traditional ways in which
people represent their views to their employers (termed ‘indirect’ or ‘representational’
participation), which in Britain means through a trade union. Associated with a decline of
unions has been a reduction in the percentage of employees who are covered by
collective bargaining. Collective bargaining is a key focus in IR (the term having been
coined by two of the UK founders of the subject, Sidney and Beatrice Webb, at the end of
the nineteenth century). It means the negotiation of pay and other conditions of
employment between an employer (or a group of employers) and a trade union acting for
its members (see Chapter 8). There has also been a growth in ‘direct’ participation, that is
involvement not through a representative structure but through work-based activity;
examples are problem-solving groups and teamworking (see Chapters 7 and 13). The
legal framework has also changed rapidly as discussed in Chapters 5 and 6. Some of
these developments reflect developments within Britain itself, some stem from Europe,
some from the specific influence of multinational companies, and some from broader
trends in the world economy.
These developments in the management of work are highly important in
themselves, in shaping how much autonomy workers have in their work and their ability
to shape key decisions that affect them. But what goes on within IR can have substantial
effects on wider aspects of society. To take but one example, Chapter 8 shows that the
decline of unions and collective bargaining explains some of the rise in wage inequality;

8
as mentioned below, moreover, it appears that international differences in IR structures
help to explain the size of the gender pay gap. It might be helpful to pause to consider
what mechanisms may explain such links between processes and outcomes, and which of
the other features in the bullet points in Box 1.1 could be the result of trends in the
handling of IR. IR thus has important implications for life beyond its own terrain.
What are the pressing current issues in employment? Three examples are given,
partly for their substantive importance, but also to signal the critical view of them which
is developing within IR.
The first concerns so-called ‘high commitment’ or ‘high involvement’ work
systems. These are discussed in detail in Chapter 13, but essentially embrace systems
such as teamworking and are often linked to new managerial techniques such as Business
Process Re-engineering. Some research in the UK and the US finds that these systems
‘work’ in that they produce improvements in efficiency and (though the evidence is much
more controversial here) can be associated with benefits for workers too (see Chapter 19).
Yet it is also found that they exist only rarely; perhaps 2 per cent of UK workplaces
conform to the high commitment model. This situation is often seen as a paradox.
There is some value in posing the matter this way, but there are now some
reasonably well-established resolutions of the paradox as posed. As will be seen in
Chapters 7 and 13 in particular, the benefits depend on certain conditions and they
operate at best only in the long-term whereas their costs are significant and immediate.
The structure of British firms tends to mean that the conditions are hard to secure and that
the short-term considerations outweigh the long-run ones. Moreover, what is meant by
‘working’ requires more exploration: working in what ways and for whom? Other modes
of organizing work, notably those based on low skills and low wages, can equally work
for employers in producing acceptable profits; and, some commentators would argue,
they are well-suited to the British context (see Chapter 15). And high commitment
systems will have their own tensions: they are a way of managing the contradictions of
control and consent, not escaping from them.
A second pressing issue is the international context. Some writers deploy concepts
such as globalization to capture new international competitive pressures. They are better
seen as convenient labels rather than developed concepts, for issues immediately arise as

9
to the novelty of the developments identified and what identifiable social forces are
actually causing them. In the field of work, three inter-related forces are international
competition, the role of multinational companies (MNCs), and European integration.
Under the first, the British economy has become increasingly open, as indicated by a
growth in imports and exports as a proportion of GDP and the use of explicit wage and
cost comparisons by companies in the making of investment decisions (see Chapters 3
and 7). A well-known UK example is the decision in early 2000 of the German firm
BMW to sell the Rover car company, which it had acquired in 1994, blaming the value of
the pound in relation to the euro and the difficulty of re-structuring the Rover operations
to attain satisfactory productivity levels. That the UK is not alone is illustrated by the
case of Renault in Belgium, which in February 1997 announced without warning the
closure of its Vilvoorde plant with the loss of 3000 jobs.
This example also points to one role of the MNC. But, as discussed in Chapter 4,
there are other roles notably the importing of forms of work organization, and it is often
US MNCs which are in the lead here. Finally, European integration has effects through
the impact of European labour law on Britain and through the wider processes of
economic and monetary union (EMU). Under the first, European directives have had
clear effects on matters as varied as the regulation of working time, consultation over
redundancies and European Works Councils (requiring that certain large MNCs establish
such councils for the purposes of information and consultation about their European
operations). Under the second, unit wage costs are increasingly subject to comparison
across Europe, while the implications spread outside the traded goods sector. Thus
government finances are shaped by pressures on interest rates and the public sector
borrowing requirement, which in turn has implications for the control of costs, including
pay, in the public sector.
One aspect of internationalization which has recently come to the fore is whether
British industrial relations are being Europeanized or Americanized.
• Europeanization means either or both of: the influence of European-level
developments in Britain (either directly, for example the application of directives, or
indirectly, for example where monetary union brings pressure for convergence in IR
practice); and the development of a common model across Europe. Such a model

10
often embraces ideas of ‘social partnership’. As discussed in Chapter 7, 9 and 10,
these ideas are often imprecise and contested, but at their core is the notion of a
common agenda between representatives of capital and labour.
• Americanization embraces the continuing decline of unions and the assertion of a
market-driven model.
The former process is perhaps the more obvious in the light of European integration and
the promulgation of a European social model claiming to combine flexibility with
security and to promote employee participation without threatening efficiency (see Bach
and Sisson 2000: 35). As Bach and Sisson stress, however, such a model is a prescription
for what might be rather than an account of what exists, and several aspects of it are
under challenge from international cost pressures. At the same time, the rapid growth of
the American economy during the 1990s and the European interest in its ability to
generate jobs indicate that the American model of weak trade unions and extensive
flexibility is equally influential. It is not of course the case that these models are tightly
integrated packages or that one can simply choose between them. Different features can
be combined in different ways.
A third set of issues concerns ‘outcomes’ of a pattern of IR. The most discussed
outcome, touched on above, is economic performance. Chapter 19 discusses the linkages
between IR arrangements and performance. But other outcomes include the level and
pattern of pay. As indicated above, one of the outstanding features of the British economy
has been the rise in income inequality since 1980. A closely connected form of outcome
is the pattern of gender inequality, as indexed by pay differentials and the degree to
which women gain access to the most desirable occupations (see Chapter 16). It has been
shown across many advanced industrialized countries that various measures of equality
and well-being, including the size of the pay gap between men and women and the degree
of pay inequality between the top and bottom of the income distribution, are affected by
the extent of collective bargaining (e.g. Whitehouse and Zetlin 1999). Given that
collective bargaining has been in long-term decline in the UK, key issues are whether this
decline is likely to be reversed and if not what other arrangements might be put in place
and what implications they have for economic welfare.

11
Analysing the Employment Relationship
Components of industrial relations
What has IR to say about how we might analyse such issues? The employment
relationship has two parts, market relations and managerial relations (Flanders 1974). The
former is the more obvious. It covers the price of labour, which embraces not only the
basic wage but also hours of work, holidays and pension rights. In this respect, labour is
like any other commodity with a price which represents the total cost of enjoying its use.
Yet labour differs from all other commodities in that it is enjoyed in use and is embodied
in people. A machine in a factory is also enjoyed in use and for what it can produce. Yet
how it is used is solely in up to its owner. The ‘owner’ of labour, the employer, has to
persuade the worker, that is the person in whom the labour is embodied, to work.
Managerial relations are the relationships that define how this process takes place: market
relations set a price for a set number of hours of work, and managerial relations
determine how much work is performed in that time, at what specific task or tasks, who
has the right to define the tasks and change a particular mix of tasks and what penalties
will be deployed for any failure to meet these obligations. A standard text thus defines IR
as the ‘study of the rules governing employment’ (Clegg 1979: 1). The importance of this
definition is developed below.
The employment relationship is by definition a relationship between an employee
and an employer. As shown in Figure 1.1, this direct relationship may be mediated by the
two other key institutions to IR, the trade union (or more rarely a non-union collectivity
representing employees) and the state.
Figure 1.1 The Employment Relationship
employment
relationshipemployer employee
state
employee
representatives

12
A trade union in its most basic role represents a group of workers in a specified
part of their relations with a single employer. A union’s role can be measured in terms of
density, mobilization, extent and scope.
• Density is the proportion of an identified constituency who are members of a union.
• The extent of a union’s activity refers to the range of the constituency: a union can
represent a small group of employees in one locality, or all the employees in an
occupation, or all the employees of a given employer, or extend beyond an
occupation or an employer.
• Mobilization – the degree to which unions identify common interests among their
members, persuade the members as to what the interests are, and organize in pursuit
of the interests -- is important because, most obviously in countries such as France, a
union may be capable of mobilizing more employees than its nominal members. By
the same token, members will not necessarily follow a union’s policy. Unions face
issues of how far they represent members and of aggregating membership interests
into a common policy.
• Scope is the degree to which the various aspects of the employment relationship are
within the purview of the union: it may bargain only over wages and hours, or cover
also working conditions, or extend further to issues including training, the
classification of jobs and the system of workplace discipline.
Unions engage with employees through efforts to organize them and through
mobilization around sets of demands. They engage with employers by taking part in
collective bargaining. They may also engage with the state, for example in making
demands for legislation or in engaging in more lasting forms of accommodation (such as
‘corporatism’ in the Nordic countries or a series of ‘Accords’ in Australia).
The state influences the employment relationship directly through laws on wages
(e.g. minimum wages), working conditions (e.g. on hours of work) and many other issues
and through its role as the employer of public sector workers (see Chapter 11). It also has
a series of indirect influences. It has relationships with unions, either through laws on
union government or through bilateral arrangements (e.g. the UK ‘social contract’ of the
1970s in which unions promised to moderate wage demands in return for tax
concessions) or through trilateral relationships also involving employers (corporatism). In

13
addition to corporatism, the state may have bilateral relations with employers (e.g.
various periods of incomes policy in France) and also shape employers’ conduct through
legally mandated collective bargaining. Finally, the state can play a critical role in the
character of market and managerial relations. In Anglo-Saxon countries, the two have not
been distinguished, and a collective agreement may cover seniority rules and discipline as
well as wages and conditions. The sharpest contrast is Germany, where unions handle
wages and conditions and have the right to strike on these matters but where legally
mandated works councils deal with a range of other issues including work organization
and staffing and disciplinary questions but do not have the right to strike. Many other
countries have collective structures in addition to trade unions. As discussed in Chapter 6,
the issue of legally underpinned rights of information and consultation has emerged in the
UK, and is likely to grow in significance.
Conflict, power and frames of reference
Understanding the nature of workplace rules can be developed by considering three
perspectives on rules, usually termed frames of reference. The origin of the debate on
frames of reference was a distinction made by Fox (1966) between unitary and pluralist
approaches.
• The unitary view is that there is an identity of interest between employer and
employee. Any conflict that may occur is then seen as ‘the result of misunderstanding
or mischief; in other words, as pathological’ (Crouch 1982: 18). This view underlay
much taken-for-granted managerial thinking about everyone in an enterprise having
shared goals, and also underpinned several academic approaches notably the ‘human
relations’ tradition (see Rose 1988). Unitarism was often used as a straw man
representing old-fashioned and unrealistic ideas, but surveys found that many
managers continued to believe in a harmony of interest, and as should already be
clear a resurgence of managerial self-confidence and a re-assertion of market
individualism underpinned a revival of unitarism from the 1980s. During the 1990s,
HRM often implied that management was the sole or at least key authority. HRM
practice is likely to have a strong unitary aspect, as reflected in the finding of the
1998 Workplace Employee Relations Survey that 72 per cent of workplace managers
responsible for personnel matters prefer to consult directly with employee rather than

14
with trade unions (Cully et al., 1999: 88). Managers without these responsibilities are
likely to be even more strongly ‘unitarist’.
• Pluralists see conflict as inevitable because, to cite Clegg (1979: 1), various
organizations participate in determining the rules of employment. These have their
own bases of authority, and ‘whenever there are separate sources of authority there is
the risk of conflict’. Pluralism underlay the views of the Donovan Commission,
which was established in 1965 to analyse the increasingly conflictual state of
industrial relations and whose analysis encapsulated some basic assumptions, notably
the re-assertion of the value of voluntarism. Pluralism was particularly salient in the
approach of management: instead of a unitary denial that there was any rational basis
for conflict, managers should recognize the inevitability of disputes and seek means
to regulate them. In Flanders’s (1970: 172) oft-quoted dictum, ‘the paradox, whose
truth managements have found it so difficult to accept, is that they can only regain
control by sharing it’.
• A third, radical, approach developed as a critique, or in the significant case of Fox
(1974) an auto-critique, of pluralism (see also Hyman 1978; Edwards 1998).
Pluralists assumed, first, that reform could be in the interests of all, thus neglecting
major differences of interest between workers and managers, and, second, that
institutional tinkering could meet the goals of a reformist management, thus failing to
acknowledge that ‘disorder’ ran much deeper than a weakness of institutions.
Much of the academic debate on these approaches treated them as mutually
exclusive and incommensurable. Each approach also bore the mark of its origins:
unitarism in human relations traditions, pluralism is organized collective bargaining, and
radicalism in shopfloor discontent that seemed immune to all attempts at
institutionalization. Yet it would be as wrong to write off radicalism on the grounds of the
apparent disappearance of this discontent as it was to see unitarism as simply naïve and
outdated. A biography of radicalism’s key influence, Karl Marx, notes that an investment
banker told New Yorker magazine in 1997 that ‘Marx’s approach is the best way to look
at capitalism’ (Wheen 1999: 5). Each approach has some strengths, though an
appropriately explicated radical view is in my view analytically the best means to
understand the nature of the employment relationship (Edwards 1998).

15
Consider the unitary view. To assume that all conflict is pathological is plainly an
unsatisfactory view of organizational life. Yet the view made two key points. First,
surveys have found that managers, and indeed many workers, tend to see their firms in
unitary terms; for example, when asked whether a firm is like a football team or whether
employers and workers are on opposite sides, workers often choose the former. The first
UK study to ask this question found that 67 per cent of a sample of manual workers
agreed with the statement that ‘teamwork means success and is to everyone’s advantage’
(Goldthorpe et al. 1968: 73). Similarly, overt disputation is relatively rare.
Second, at the analytical level there are areas of shared interest: if workers and
managers were totally opposed to each other, workplace relations would simply break
down. Consider some deeper analysis of the football team analogy. In reviewing the team
analogy, Ramsay (1975) noted, first, that Goldthorpe et al. did not equate teamwork with
harmony but rather ‘interdependence’ of management and worker: teamwork was likely
to mean pragmatic acceptance of the need for co-operation and not a completely shared
vision with management. Second, when workers have been asked whether teamwork
specifically describes their own situation, the proportion saying that it does declines.
Third, in his own work Ramsay asked workers whether they agreed with the team view
‘because people have to work together to get things done’ or because ‘managers and men
(sic) have the same interests in everything that matters’; respondents split about six to one
in favour of the former. Pragmatic acceptance of current conditions and not ideological
agreement with management was predominant. As this book shows, such results continue
to have resonance, in particular in relation to HRM and commitment (see Chapters 13
and 14).
As for the pluralist and radical views, there may at one time have been clear
distinctions. Differences certainly remain, but the debate has moved on. British pluralism
proved to be flexible. Clegg (1979) responded to radicalism in a measured way, arguing
that pluralism could embrace many of the radicals’ points and that for many practical
purposes there was nothing to choose between the perspectives. This contrasts with the
situation in the United States where conventional writers (Kochan 1982) simply
dismissed the radical critique (Hyman 1982). Though this difference is hard to explain,
one reason is surely the openness of British pluralism (see Edwards 1995). In particular,

16
the stress on the inevitability of conflict at the point of production was compatible with a
pluralist view. In his pluralist phase Fox (1966: 14) had noted that ‘co-operation needs to
be engineered’; that is, securing workers' consent is an active and uncertain process.
Flanders (1964: 243-4) had earlier drawn on the important work of Baldamus (1961) to
argue that bargaining was a continuous and uncertain process. This is not to say that
pluralism and radicalism are identical, but there has been constructive debate, out of
which the approach developed below has emerged.
Finally, note the word ‘power’ in the heading of this sub-section. An alleged
failing of IR texts is their lack of attention to this concept (Kelly 1998: 9-12). It is true
that explicit discussion is often absent. Authors of the classic texts, such as Clegg, might
well have replied that power and conflict are the very stuff of industrial relations, for the
negotiation of rules necessarily entails power and influence, and hence that separate
discussion was redundant. They might also have said that it was the place of disciplines
such as political science to debate the concept, and that IR could use the results. There are
of course problems with such a neat division of labour, but it has a point. IR is a field of
study, and cannot debate the fundamentals of concepts developed in politics, sociology,
economics, and psychology. Yet it does have an underlying view of power which might
be summarized in propositions such as the following.
• Power is a capacity to pursue one’s own interests, and it can be activated through
individual or collective means.
• Power involves the capacity to oppose the actions of others (reactive power) and to
pursue one’s own objectives (pro-active power). For example, in the UK, trade unions
are often seen as having had reactive power but as lacking the means to pursue a pro-
active agenda.
• As in other areas of social life, power is embedded in continuing relationships, and
establishing ‘interests’ is never easy. For example, if a management proposes a new
payment scheme, workers may favour it on the grounds that it is ‘fairer’ than a
previous scheme and that it offers the prospect of increased earnings, but have doubts
as to the chance that the promise will be realized and perhaps also fear managerial
good intentions (e.g. does the scheme foreshadow a move towards individual merit
pay, or job losses or . . . .?)

17
• Power resources can shift over time (most obviously the declining power of trade
unions since 1980).
• Resources are not fixed ‘things’ but are also developed through use. For example, it is
often found that new forms of work organization ‘fail’ for lack of managerial
commitment (i.e. the resources were not in fact deployed effectively) or because the
initiatives run counter to other activities (i.e. employment relations have many
aspects, and the power to impose a new work organization may run counter to the
need to retain employee consent).
• Power resides in organizational routines and assumptions as well as in overt actions.
Managements may exert power over workers by shaping expectations, but workers
also have resources which they can mobilize, so that power relations are necessarily
fluid and uncertain.
Such themes run through this book, and the reader may find it helpful to bear
them in mind. Many IR studies, of which the work of Armstrong et al. (1981) still stands
out, also clearly deploy analyses of power. They use concepts discussed further below
which refine the above bullet points.
Rules, power and the negotiation of order
It is useful to begin with the nature of rules. Rules do not have to be clearly enunciated,
and many of the most important ones are not. A long series of shopfloor studies
(summarized in Edwards 1988, 2000) has revealed that expectations about how work is to
be performed often arise from informal understandings. For example, a worker new to an
establishment may discover that a supervisor permits workers to leave early at the end of
a shift. She may then learn that this concession is granted only when work is slack or
when a strict manager is absent, and that it is not wise to advertise it too widely. She may
even find that this local understanding counts for nothing if managers decide to enforce
the formal rules. Whether or not managers in fact enforce the formal rules and how they
do so will depend on a variety of factors. These include:
• the procedures of the firm. If it has a system of warnings and appeals, it may issue a
warning for a first offence, but in the absence of such disciplinary procedures it may
act in a more sudden and less predictable way.

18
• the presence of a union. Can a representative make out a case for clemency on the
grounds of the inexperience of the worker concerned or that the relevant practice had
become taken for granted?
• the role of the law. If a worker is dismissed for a breach of a rule, can it be shown that
the dismissal was fair in the circumstances?
This example shows that ‘the rules’ are many and varied, that different types of
rule may apply to any given situation, and that rules have to be interpreted in action for
them to have any practical meaning. The status of a rule also varies. A loose
understanding may indicate normally accepted practice. But it may have little force.
When understandings attain rather more acceptance and legitimacy they may be termed
custom and practice rules. As the classic study of the subject (Brown 1973) shows,
managements may unwittingly allow one-off concessions to grow into established
expectations. Where workers have the power to insist that the expectations are honoured,
a custom and practice rule is born. A later study showed that managers, too, generate
custom and practice rules (Armstrong and Goodman 1979). In one case, a written rule in
a collective agreement requiring that workers be given notice if they were to be laid off
was successfully ignored by managers who pointed out that workers who stood on their
rights would be entitled to only their low basic rate of pay, whereas if they went home
early they could ‘get a lift with the housework’. Managers here used power to persuade
workers where their own interests lay.
Finally, why does not custom and practice continue to grow by a process of
accretion? One important answer is that managements crack down on activities which get
out of hand. They may do so on a piecemeal basis (for example in much of the UK car
industry during the 1950s, when managements would attack shopfloor leaders when
immediate conditions allowed, but without rooting out the challenge and in fact helping
further to embed it: Jefferys 1988) or as part of a general campaign. Examples of such
campaigns became familiar from the 1980s as managements re-asserted their authority
and rooted out formerly tolerated practices. The point is particularly significant in Britain.
The lack of legal enforceability of collective agreements, combined with the preferences
among managements and unions for informality, means that settling issues through

19
unwritten understandings has played a particularly large part in the way in which the
rules of employment are generated and sustained.
Why is the making of rules so difficult? A key reason is that the employment
contract is indeterminate. In a commercial contract, a product or service is supplied for a
price. In the labour contract, the worker sells an ability to work, which is translated into
actual labour only during the course of the working day. Expectations about standards of
performance have to be built up during the process of production. A rule is a complex
social institution, not just a few sentences in a rule book. It can comprise beliefs,
ideologies and taken-for-granted assumptions as well as formal provisions of rights and
obligations. As noted above, the actual operation of legal rights in the workplace depends
on the power, knowledge and organization of the parties as well as on the statute book.
Perspectives on rules
These points remain as valid today as they were when workplace custom and practice
was relatively well-established. The current concept of the ‘psychological contract’ tries
to capture the idea of explicit and implicit expectations among employees about what
their work will deliver. The concrete functioning of informal negotiation has changed, but
the analytical principles remain important, as seen for example in explanations of why
changing IR institutions proves harder than might seem at first sight (see for example
Chapters 7, 11 and 12). Three levels of analysis may be distinguished.
The first level concerns the immediate balance of co-operation and conflict .
Radicals and labour process writers, for example, allegedly saw everything in terms of
conflict and managerial efforts to control workers more completely. Yet no serious
discussion would deny that there can be shared interests (for example, workers may
develop new abilities when advanced technology is introduced as well as benefit from the
employment security of working for a successful firm), while also recognizing potential
lines of tension (the technology may place new demands on workers and reduce the scope
for informal control of the pacing and timing of work effort). The point is not whether
employers and workers have interests that are shared or that conflict. It is how these
dimensions of the employment relationship are organized: how far does new technology,
for example, promote both the shared interest of working for an advanced company and
possibly conflicting interests around the work practices that it may entail?

20
Second, the broader policies underlying workplace relationsreceived attention.
To continue with the example of new technology, what does it mean to say that it entails
certain work practices? Are these determined by the technology or, as many writers
began to argue, the product of managerial choice? Although at the level of the individual
workplace certain developments may seem inevitable, seen more broadly they may
themselves reflect choice. There are two aspects of analysis here.
• The first considered the various approaches to labour regulation that managers might
pursue, with the concept of managerial strategy being intensively debated. From a
relatively orthodox IR position, Purcell and Sisson (1983) identified a set of ‘styles’.
The way in which analysis was developing is illustrated by their inclusion of two
styles which lay outside the usual IR focus on collective bargaining. These styles
were an authoritarian non-union approach and a ‘sophisticated paternalist' style, the
latter generally involving a refusal to recognize unions and the intensive fostering of a
sense of commitment to the company. Seen in retrospect, these styles foreshadowed
what were later seen as two leading patterns of the management of labour,
respectively, cost minimization and ‘high commitment’ policies.
From a labour process approach, Friedman (1977) introduced the distinction between
the strategies of responsible autonomy and direct control. These strategies can be seen
as underlying the more concrete styles identified by Purcell and Sisson. For
Friedman, managements faced the problem of securing workers’ co-operation while
controlling them so that they would continue to accept the authority of management
and to work as directed. The two strategies represented approaches based on one or
the other approach to the problem. Though Friedman sometimes presented the
strategies as polar opposites, it is preferable to see them as elements which can be
combined in various ways. Thus an employer may introduce quality circles to try to
release workers' creativity while also asserting ‘direct control’ over issues such as
absenteeism and time-keeping.
The analytical task is to show how the various strands of labour management are
connected. For example, a major theme to emerge in Britain concerned the lack of
deliberate linkages and the absence of a coherent approach implied by the term
'strategy'. A theoretical perspective on this was provided by Hyman (1987), who

21
argued that, because firms pursue the contradictory objectives of consent and control
and because, moreover, they are operating in an unpredictable external environment,
strategies must be routes to partial failure. That is, a strategy is not a neat package
producing clear outcomes but necessarily contains several competing elements and
has to be constantly reinterpreted as new results emerge and as the world changes.
Management, in short, is not only a continuous, active and uncertain process but also
necessarily involves the balancing of forces which are pushing in opposing directions.
• The second aspect of analysis concerned the environment of labour management
policies. The links between the regulation of labour and business structure and
strategy received considerable attention. How far are different approaches to labour
the product of different product market circumstances? For example, does a
competitive situation promote certain approaches and retard others? Attention was
also directed not at variations between firms but at the overall environment in which
they operated. How far is the labour policy of British firms shaped by the
macroeconomic circumstances of the country and by generic features of its operation,
notably the education and training of the workforce?
The third level of analysis concernsthe fundamental nature of the employment
relationship. Many texts note that conflict and co-operation are both important, but they
tend to stop at this point. This raises the question of whether conflict is any more than an
occasional accident and whether it is more basic than co-operation? The key point about
the indeterminacy of the labour contract and strategies of labour control is that managers
and workers are locked into a relationship that is contradictory and antagonistic. It is
contradictory not in the sense of logical incompatibility but because managements have
to pursue the objectives of control and releasing creativity, both of which are inherent in
the relationship with workers and which call for different approaches. The relationship is
antagonistic because managerial strategies are about the deployment of workers' labour
power in ways which permit the generation of a surplus. Workers are the only people
who produce a surplus in the production process but, unlike the independent artisan, they
do not determine how their labour power is deployed to meet the objective.
There is thus a relation of ‘structured antagonism’ between employer and worker
(Edwards 1986). This term is used to stress that the antagonism is built into the basis of

22
the relationship, even though on a day-to-day level co-operation is also important. It is
important to distinguish this idea from the more usual one of a conflict of interest. The
latter has the problem of implying that the real or fundamental interests of capital and
labour are opposed, and hence that any form of participation scheme is simply a new way
of bending workers to capital's demands. The fact that workers have several interests
confounds this idea. A structured antagonism is a basic aspect of the employment
relationship which shapes how day-to-day relations are handled but is not something
which feeds directly into the interests of the parties. Firms have to find ways to continue
to extract a surplus, and if they do not then both they and their workers will suffer.
Balancing the needs of controlling workers and securing commitment rests ultimately on
ensuring that a surplus continues to be generated. It may well be in workers’ interests that
it is indeed generated, but this should not disguise the fact that they are exploited.
The contemporary significance is simply that much workplace change is
presented as though it cuts through old relations of conflict to promote total unity. Yet
any unity has to be actively created, and it cannot be total because of the structural
conditions in which employers and workers find themselves.
Methods of inquiry
What methods have been used to pursue this agenda? A feature of many older texts, and
indeed some more recent ones, is the detailed account of institutions and of how
bargaining is carried out. There is little self-conscious discussion of methodology or of
exactly how information is gathered. This reflects the way in which they are written: they
draw on the authors’ personal knowledge of the operation of procedures, which is
generally backed up by statistics on wages or strikes and the results of official inquiries.
Over the past two decades, analysis has become less institutionally focused and more
conscious of the nature of the research base. Two developments stand out.
First, a series of surveys has been conducted. The best-known are the three
Workplace Industrial Relations Surveys of 1980, 1984 and 1990 and their successor of
1998, now called the Workplace Employment Relations Survey. These are based on large
samples which are representative of great majority of workplaces in Great Britain; each
survey has involved interviews with the manager responsible for IR and where relevant
an employee representative, and in 1998 there was also a survey of employees. The

23
surveys not only provide a mass of information about institutional arrangements such as
structure of the personnel function and the extent and coverage of collective bargaining.
They also contain important information on working practices such as the extent of
systems of communication and involvement and the use of team work. The survey design
has included a panel element which has been crucial in distinguishing two possible
sources of change. For example, coverage of collective bargaining in 1998 was much
lower than it was in 1980. This could be due to one of three sorts of change:
• changes within continuing establishments , that is a reduced propensity to engage in
collective bargaining;
• structural changes , whereby sectors where bargaining is most common constitute a
declining proportion of the population of establishments; and
• changes due to ‘births and deaths’ , so that even within a given sector newly
established workplaces are less likely to engage in collective bargaining, an effect
which may be further distinguished according to whether the ‘births’ differ from the
‘deaths’, or from deaths and also continuing establishments.
Such differences are considered throughout this volume, but two contrasting
findings may be highlighted now to illustrate the potentially different dynamics
(Millward et al. 2000: 105, 190):
• Change in the presence of trade unions in the workplace has reflected the third
influence: continuing workplaces were stable in the presence of unions between 1990
and 1998, but newly established workplaces were much less likely to have a union
presence.
• By contrast, there was a shift away from multi-employer collective bargaining even
among continuing workplaces, so that in this respect the first influence was operating:
the same managements were changing their policies.
Second, case study work has explored the processes underlying the patterns
described by surveys. Case studies have developed in three main ways. First, their
theoretical orientation has developed in the light of interests in the labour process and
management strategy. Second, though it is sometimes said that the rise of HRM led to a
neglect of the worker’s point of view, in fact many studies (e.g. those discussed in
Chapters 13 and 18) have addressed the effects of change on workers, thus developing

24
the point that the rules of employment are not just about the activities of managements
and trade unions. Third, some researchers have used case studies in more than one
location, in order to explore variations in behaviour and thus to deepen the explanations
offered. IR research combines survey and case study methods, as well as using
established methods such as analysis of official statistics. The following chapters draw on
these methods in varying degrees and where relevant they highlight gaps in knowledge as
well as differences in interpretation.
Contract and status
Work relationships in the UK, and indeed in most advanced industrial economies, have,
then, seen many confusing and apparently contradictory trends. One device to understand
these trends is the distinction between contract and status (Streeck 1987). ‘Contract’
refers to a relationship based on the principles of hire-and-fire and individual
responsibility. It is thus related to the more obvious idea of a relationship based on pure
market principles but is also broader in recognizing that specific and detailed obligations
can be provided through organizational rules and not the market. For example, many
organizations use systems of performance appraisal which are defined by the
organizations’ rules rather than a market in any exact sense of the term. ‘Status’ covers
longer-term relationships and the treatment of the employee as an investment rather than
a cost; for current purposes, we may include the provision of means for employees to
participate in decision-making. A purely contractual relationship will give no space for
such ‘voice’ and will treat employees simply as hired help, whereas in a more lasting
relationship members of an organization may be expected to engage in its key choices.
There are two reasons, which run through many debates on the employment relationship.
The first relates to efficiency: giving workers a say may improve organizational
functioning in some way. The second relates to equity: employees investing in a long-
term relationship have rights which need to be respected.
Europeanization would imply an emphasis on status while Americanization
implies more stress on contract. Some trends in the direction of contract and status are
more securely documented than others, as this book aims to show. For the present, we
simply note the following.
Trends towards contract would include:

25
1. A rise in the use of temporary and agency workers. The increase is however from a
low base and quite small proportions of the work force are involved.
2. An increased reliance on the measurement of performance and the tying of reward to
this measurement. Performance measurement is certainly extensive, but direct links to
reward are highly variable, and many appraisal schemes are very standardized rather
than offering a strictly individual market exchange between each worker and the
employer.
3. A decline in the role and influence of trade unions, which were traditionally the only
real means for UK employees to express their voice collectively (works councils –
representative structures not based on trade unions but instead being elected by all
employees of a firm – on the continental European model being largely absent). Trade
union membership fell rapidly during the 1980s and 1990s, with little replacement by
other representative structures; hence the widespread concern about a ‘representation
gap’.
4. Insecurity in the sense of (a) an increased objective chance of job loss and (b) an
increased perception that job prospects are uncertain. There is evidence of insecurity.
One measure is job tenure, where as noted above there have been contrasting trends
for men and women. Staying in a job can, however, represent insecurity because of
fear that another job will not be found. Other aspects of insecurity include career
insecurity: a concern that a predictable, or at least manageable, progression of jobs is
not possible. Heery and Salmon (2000) argue that the combination of increased risks
of unemployment, a rise in temporary and casual work, a reduction in legal
protections, and a rise in employee perceptions of an uncertain future together point
to a growth of insecurity, though they also note that there will be important
differences between sections of the work force.
In relation to status, trends in employee voice running counter to that just
mentioned include an increase in the use of direct rather than representative participation,
for example the use of teamworking and problem-solving groups. Status would also be
reflected in other practices associated with human resource management such as
improved communication with employees, a move towards ‘single status’ (that is,
treating all employees the same in terms of such things as working hours, sick pay and

26
pensions, in place of long-entrenched distinctions between non-manual and manual
workers), and the use of profit-related pay and share ownership schemes. There is
evidence of growing use of many of these measures, though it is also well-established
that the adoption of them in so-called bundles of high involvement practices remains very
rare.
Streeck’s summary of moves towards contract and status is given in Table 1.3,
which also indicates where the matters are pursued in this book. This listing anticipated
several developments, notably around team work and shifts away from collective
bargaining, which have become more salient since 1987. A particularly foresightful point
was the highlighting of ‘the possible contradictions inherent in a simultaneous pursuit of
restored contract and extended status’ and the fact that employers will ‘find it
exceedingly hard to formulate a consistent strategic approach to building a more flexible
system’ of employment relations (Streeck 1987; 295, emphasis added; see further
Chapter 7 on the different dimensions of flexibility). As discussed below, contract and
status are note poles on a continuum but separate dimensions which can vary
independently.
Table 1.3 Two Routes to Organizational Flexibility
Return to contract Extension of status Chapter
Employment status of workers Temporary Permanent 3
Numerical flexibility Hire and fire Flexible working 7, 14
time
Functional flexibility Hire and fire Self-regulated 13, 14
job rotation
Work organization Taylorist Teamwork 13, 14
Qualifications sought Narrow Broad 15
Wage determination Industrial Payment by ability 8, 12
engineering
Management style Unilateral Consultation, 7, 9, 10,
prerogative participation 12
Source: Abbreviated from Streeck (1987: 294).

27
One recent research study illustrates the problems of developing consistent
employment relations strategies. Grimshaw et al. (2001) draw on studies of four
organizations to demonstrate shifts away from structured approaches associated with
well-ordered internal labour markets (systems with clear promotion ladders and
established pay structures). They argue that they have been replaced with a contradictory
mix of policies. As an earlier study (Marginson et al. 1994) put it, employer policies were
increasingly ‘eclectic’. The implication is that we are seeing complex efforts to use
aspects of contract and status rather than a coherent shift from one form of employment
relationship to another. Several strands run through this book’s efforts to make sense of
these developments.
• First, contract and status can obviously both exist if they apply to different groups of
workers. For example, temporary workers may be subject to contractual relations
while permanent ones enjoy status. There is also some evidence of a polarization of
experience, for example rising skill levels in some but not all occupations, so that
contract and status receive different emphases in different jobs.
• Second, they often co-exist in the same workplace, for example where employees
work in teams but are also subject to closer performance measurement. Figure 1.2
attempts to make this point more analytically.
Figure 1.2 Status and Contract
CONTRACT
Weak Strong
STATUS
Strong
Weak
Paternalism
‘Soft’ HRM
Performance
mgmt
Arbitrary
mgmt power
Hire and fire,
formal discip.

28
Note first the dimensions. If we classified status and contract according to their
presence or absence, we would have one area of the diagram where neither was
being used. It probably makes more sense to think in terms of how developed and
explicit the adoption of one dimension or the other is. The conventional cases are
in the bottom right and top left. The first of these is a traditional ‘hire and fire’
employment relationship, but note that for contract to be developed this will need
to entail formal and explicit managerial rules specifying the terms of the contract
and the consequences of a breach. High status and low contract is associated with
what is now termed ‘soft HRM’, meaning an emphasis on training, career
development and ‘empowerment’, but it would also characterize much more
traditional paternalist relationships based on unwritten understandings and diffuse
obligations. Now, research literature on both these situations finds that in practice
there is often a hard edge to the relevant relationships. The point is not to say that,
empirically, situations lacking hard and coercive elements are at all likely. It is to
establish that there can be situations where there are tendencies in this direction,
and to indicate a benchmark against which actual practice can be measured.
The case in the top right is of particular interest. It identifies cases where status
and contract are both emphasized, notably through such practices as performance
management, where employees may have a degree of autonomy and even
‘empowerment’ but are also held to account against explicit, hard performance
standards. Finally, the reverse position is also important: status is not important,
and contract is weak in that there are no formal and explicit rules: the employment
relationship is weakly institutionalized. For long periods before the arrival of
trade unions, this model applied to large parts of the work force. Trade union and
legal and other pressures have moved many employers away from the extremes of
this, but the model still characterizes some employers and it also captures a
tendency which can be found widely, for example the desire to ‘get rid of problem
staff’ quickly and the consequent tendency to ignore formal procedures.
Chapters 7 and 12 focus specifically on employer strategies. Chapter 14 illustrates
such themes through case studies of two organizations which might be expected

29
to have clear strategies but which in practice combined different ways of
managing labour in complex ways. Eclecticism remains a central feature of how
the tensions of the employment relationship are handled.
• Third, it is impossible to add up different dimensions to produce a simple overall
balance sheet. For example, the decline of unions has entailed a significant reduction
in the extent to which many key issues of pay and working conditions are subject to
any serious discussion with employees or their representatives. It is not possible to
say that this is ‘balanced’ by any growth in direct participation, for the dimensions are
different.
• Fourth, what benchmark is used in assessing the state of industrial relations? One is
an alleged past of powerful trade unions and perennial strikes, as represented in the
continuing use of the image of the ‘winter of discontent’ (a period of industrial
militancy in 1978-79, the label apparently being introduced, so the IR academic W. E.
J. McCarthy has discovered, by an inspired sub-editor on The Sun). Yet trade unions
covered at their peak only half the work force; strikes were concentrated in a very
narrow sector of the economy and even there were quite rare; and, as in any conflict,
militancy takes two sides so that to jump from the existence of many strikes to the
presumption that the ‘cause’ was militant and irresponsible unions was a common but
plainly faulty leap of logic. Another model uses heady labels such as employee
empowerment, the skills revolution and the learning society. As this book will show,
there has been change in relevant areas, but there remains a large gap between the
rhetoric of these terms and the reality of the limited extent and depth of change. IR
research has a strong sense of history (see Chapters 2 and 14), and thus helps to
counteract the many claims that work is fundamentally different from its shape in ‘the
past’.
The Changing Character of Industrial Relations
The above description reflects IR scholarship going back many years. It treats IR as a
process largely confined to a nation state and has thus required amendment in the light of
supra-national regulation and ‘globalization’. There have also been challenges to the
intellectual integrity of IR as a field of study. They arise from the emergence of HRM

30
(which offers a different way of looking at established themes in the management of
labour) and some broader analyses (which suggest that these themes need to placed in a
wider context).
Industrial Relations Systems and Globalization
As noted above, writers on industrial relations systems tended to present these systems as
self-contained. Influences and borrowings were recognized, for example the role of the
British in shaping the German post-war ‘system’, the American influence on Japanese
post-war reconstruction, and direct borrowings by the British Conservative government
of 1970-74 of aspects of American industrial relations. Yet such events were seen as
unusual and often unsuccessful. In the attention to nationally bounded ‘systems’ IR
writers were far from alone. Indeed, it was well after Dunlop (1958) popularized the idea
in IR that in the study of management more generally the concept of the national business
system (that is, a distinctive and connected set of institutions of corporate governance)
emerged (e.g. Lane 1989).
Given their emphasis on uncertainty and the management of compromises, IR
writers might have been more open than they were to challenges to the idea of national
systems. In the event, however, it has taken real world events to undermine the idea.
Three may be highlighted. First, several countries experienced a wave of Japanese direct
investment which, though small in absolute terms (see Chapter 4), was seen as significant
in importing new ideas. The term ‘Japanization’ was coined in 1986 (Turnbull 1986). The
new ideas included close attention to detail, a focus on the quality of goods and services,
and continuous improvement. Second, European legislation had an increasingly direct
impact across the European Union. During the 1990s directives on such issues as working
time and European Works Councils applied in the UK, and in addition matters as diverse
as pension payments and procedures for consultation about redundancy were subject to
European legal decision. Third, the concept of globalization attained increasing
prominence. Its precise meaning is disputed, as is the extent of the development which it
characterizes, but the essential idea is that economic activity takes on a global character,
so that national systems lose their distinctiveness and are increasingly influenced by
international forces. Some writers identify a ‘hollowing out’ of the nation state, meaning
that its influence is weakened through the simultaneous rise of global regulation as in the

31
World Trade Organization, European monetary union, and the international transfer of
models of work organization by multinationals (see Chapter 4).
Some of the more popular ideas about globalization are ‘historicist’, simply
identifying a trend and projecting it forward as well as, characteristically, portraying the
present as a complete break with the past and seeing the trend as an asocial and inevitable
development (e.g. Ohmae 1995). that is the identification of a trend and its projection into
the future. (Note in passing the irony that historicism was seen originally, and most
famously by the philosopher Popper (1957; see also Goldthorpe 1971), as a besetting
failing of Marxism and yet it is now dedicated anti-Marxists who fall into the trap). Three
key problems here are:
• the failure to specify the causal processes underlying an observed trend, which is
simply projected into the future;
• the assumption that a trend in some parts of the economy will become general: it may
be that portfolio careers can be identified where they did not exist, but they may
reflect very specific circumstances;
• and the neglect of countervailing tendencies.
These ideas are essentially positive about the effects of globalization. Others use
the same method to portray an international ‘race to the bottom’ wherein capital seeks the
cheapest site of production and thus undermines legal protections to employees
elsewhere. Such ideas have been popular since at least the 1970s when the New
International Division of Labour thesis made this argument. Yet it was soon shown that
the great bulk of world trade remained within the developed economies and that
multinational companies generally retained strong bases in their countries of origin (see
Hirst and Thompson 1996).
More serious analysis speaks of competing models of capitalism and their
intersection: globalization is not a force of nature but an actively managed process
(Coates 2000). For present purposes, we do not need to debate the theory of
globalization, but may simply note some implications for IR in the UK. First, it is
reasonably clear that the economy has been increasingly exposed to competitive
pressures (whether these are labelled global or international is not important). Examples
from the car industry were given above. Second, it does not follow that the coercive

32
comparisons practised by large firms will necessarily lead directly to a shift towards
countries with the lowest unit costs: there are many reasons to produce in particular
markets, and many considerations in location decisions. Third, the UK has benefits as a
production location, including relatively low wage costs by the standards of some
European countries and, it is often argued, labour laws which place few restrictions on
redundancies and re-structuring. Fourth, issues of ‘best practice’ in the organization of
work are likely to have an increased salience, as are the links between IR and economic
performance. Fifth, however, many parts of the economy remain relatively free from
direct international competition. Finally, there is little evidence of one dominant route to
the management of employment relations. Different models remain in competition, and
as this book shows American and European pressures can both be discerned in the British
context.
Industrial Relations and Human Resource Management
The contrast between IR on the one hand and PM and HRM on the other may be
specified with the help of Figure 1.2. The contrast with PM is conventionally made in
terms of the collective focus of IR and the individual focus of PM. There is a degree of
truth in this, with IR having a strong emphasis on organized relationship between
managements and trade unions and with collective bargaining between them being both
an empirical focus and a key analytical category. PM and HRM have given more
attention to such ‘individual’ issues as recruitment and training. Until the 1980s, there
was a tacit division of labour between IR and PM which was sometimes mirrored on the
ground, with a firm’s industrial relations manager (often a man) dealing with collective
bargaining and trade unions while a female personnel or welfare officer handled health
and safety, pensions, and the works canteen. This situation was thrown into question by
two developments: a decline in the coverage of collective bargaining plus an even steeper
decline in one of the staples of IR, organized industrial conflict; and a rise in HRM which
claimed to offer an integrated approach to the management of labour, in which IR was
only a small part.
Expressions of HRM imperialism are, however, misplaced. Whether the rules of
employment are established collectively between an employer and its employees acting
in concert, or individually, is evidently a major empirical question, but IR is perfectly

33
capable of dealing with both. And HRM has some major limitations of its own. Its
starting point is how managers can organise their ‘human resources’, which leads to two
distinct issues.
First, it takes the managerial perspective as its reference point: it asks, not how
employment is organized, but what managers can do to manage their employees.
Employees are resources to be controlled and deployed, not equal parties to a
relationship. Consider for example the features of HRM listed in Table 1.4 that were
identified by Storey (1992: 35) and are widely reproduced in HRM books. The approach
is explicitly unitarist in its perspective, and it also seeks a move from collective to
individualized relations with workers. It is true that researchers in the field are not
necessarily committed to such a view. HRM is far from being a settled approach, and
indeed one recent text starts by stressing its ‘diversity’ (Beardwell and Holden 1997). It is
also true that many texts do not assume any simply harmony of interest between
employer and employee; one even goes so far as to say that it adopts an ‘industrial
relations approach’ (Bach and Sisson 2000: 8). Yet such analytical views are consciously
aimed at correcting a mismatch between the ‘rhetoric’ of harmony and the ‘reality’ of
conflicting interests. And the critique is needed because the field starts from a managerial
problematic even when it is not directly managerialist. An IR approach starts from a
different position. In the words of a leading US authority, IR ‘starts from an assumption
that an enduring conflict of interests exists between workers and employers’ (Kochan
1998: 37), though as argued above this is not in fact an assumption but a demonstrable
characteristic.
Table 1.4 HRM and the Management of Labour
Personnel and IR HRM
Nature of relations Pluralist Unitarist
Conflict Institutionalized De-emphasized
Labour management Collective bargaining Towards individual
contracts contracts
Thrust of relations Regularized through Marginalized
with stewards* facilities & training
Note: * i.e. shop stewards: elected trade union workplace representatives (see Chapter
10 for details).
Source: Abbreviated from Storey (1992: 35).

34
Second, as an analytical approach HRM tends to assume what it sets out to prove.
Another recent book usefully brings out the point. Redman and Wilkinson (2001: 11)
argue that people can be seen as a resource or a cost and that managerial approaches can
be strategic or non-strategic, which generates Table 1.5. HRM describes only one cell in
the matrix and, as will be seen throughout this book, one which applies to only a minority
of organizations. To be clear, it is not being argued that students of HRM are unaware of
such points; indeed, the more analytical books provide a balanced and critical appraisal.
But they draw, explicitly or implicitly, on IR writings to make sense of the terrain. For
example the remarks quoted above by Bratton and Gold (1999: 28) on ‘tensions and
contradictions’ of HR strategies draw directly on IR analyses.
Table 1.5 Managerial approaches to labour management
Strategic Non-strategic
People as resource HRM Personnel
People as cost Not HRM? Traditional management
Source: Redman and Wilkinson (2001: 11).
Third, HRM gives little direct attention to the role of the state in the regulation of
labour. It is more interested in policy within the enterprise and not the dynamic interplay
between the state, employers, unions and employees.
To see recent developments in the UK as a secular shift from a collective and
conflict-based system to one based on individualism and consent is to commit several
sorts of error. First, collective bargaining was never ubiquitous, at their peak unions
covered only half the work force, and organized overt conflict was the exception rather
than the norm (see Chapter 10). Second, the undoubted decline in institutional industrial
relations (declining union membership, many fewer strikes, reduced union influence at
national level) leaves open the issue of what has replaced it. As later chapters in this book
show, a reasonable picture is one of variation and fragmentation, with only a minority of
employers embracing anything like the full suite of HRM practices and with many others
relying on traditional approaches to labour based on cost minimization.

35
Underlying these empirical issues are two theoretical problems. The first is
common in efforts to analyse contemporary developments, for example claims that
‘employability’ and ‘portfolio careers’ are replacing traditional bureaucratic career
structures. They often fall into the error of historicism, In the IR sphere, the trend may be
the decline of collectivism, but it would be rash to suppose that this will continue without
limit or that it cannot be counteracted by forces moving in the opposite direction.
The second theoretical issue turns on the conceptualisation of the employment
relationship. IR research has been predicated on the assumption that the relationship is
one of conflict, power, and inequality. The core of IR is that it sees the employment
relationship as based on a structured antagonism, with any unity and co-operation being
built on uncertain foundations and with the creation of consent being inherently partial
and uncertain.
An irony here is that proponents of new techniques such as business process re-
engineering recognize in passing that co-operation indeed has to be engineered. Consider
the following from an HRM text:
management’s actions often have unintended consequences. Thus, for example,
the[re is a] paradox contained in the prescriptive advice to managers which
encourages leaders to ‘gain control by giving it up’ (Champy 1996). . . . . [This
paradox] suggests that because of persistent and fundamental continuities in the
post-industrial labour process, there is no such thing as the ‘right’ human resource
strategy, system or technique and that, whatever systems are adopted, they will
have to be regularly modified or replaced as their internal tensions and
contradictions appear (Bratton and Gold 1999: 28).
The irony is the rediscovery of Flanders’s language discussed above without reference to
it, yet with the underlying unitarist assumption that re-engineering is a process managed
from the top in the interests of all. The idea that there are legitimate competing sources of
authority seems alien, as does Flanders’s discussion of the tendency of managers to rely
on their right of command and their failure seriously to engage with employees (see
discussion of contract and status below). Business process re-engineers could read the
conclusion of Flanders’s account of an earlier effort at re-engineering with profit
(Flanders 1964).

36
Challenges to IR as a domain
It was argued above that British pluralism responded constructively to some challenges,
notably the radical view of the negotiation of order on the shopfloor. It has arguably been
less open to other challenges. Three may be highlighted.
• Worker interests. According to Kelly (1998), IR retains a descriptive approach, its
research agenda is unduly driven by employers, and, as noted above, it lacks a proper
theory of power. As a result, ‘we don’t know’, for example, ‘precisely why and how
union power declined or by how much in the 1980s’ (p. 23). The answer is
mobilization theory and in turn ‘the fulcrum of the model is interests and the ways in
which people (particularly members of subordinate groups) come to define them. To
what extent do they believe their interests to be similar to, different from, or opposed
to, those of the ruling group?’ (1998: 25, emphasis original). Other concepts address
the degree to which a group organizes around given interests, mobilizes against other
groups, and has the opportunity to pursue its interests. This theory has, says Kelly
(1998: 126-9) three advantages over ‘rival approaches’:
- instead of starting from the employer’s need for co-operation and to secure work
performance, it starts from injustice and exploitation;
- it does not depend on a simple distinction between individualism and
collectivism, but distinguishes interest definition, organization, mobilization, and
so on, treating ‘as problematic what previous industrial relations researchers often
took for granted, namely the awareness by workers of a set of common interests
opposed to those of the employer’;
- and it helps address key issues such as how employees define interests in
particular ways.
• Gender. Traditional IR, according to Wajcman (2000), took the male worker as the
norm and saw women as marginal or of secondary interest. More fundamentally, it
was not just that women as a group were neglected despite their substantial and
growing place in the work force. The gendered processes underlying much of the
substance of IR were also neglected. The very institutions of IR are not gender-
neutral. For example, payment systems contain gendered assumptions in how they
define and measure the attributes of jobs, so that jobs typically performed by women

37
will be rated differently from male jobs. Collective bargaining was not well attuned to
the representation of equality agendas (Colling and Dickens 1998). Men’s work is
also gendered, for example in the ways in which managers tend to recruit people in
their own image and an informal ‘men’s club’ atmosphere creates expectations as to
acceptable styles of behaviour.
• Work and society. Ackers (2002) criticizes IR for its focus on relations in the
workplace, to the neglect of links with the family and other spheres, and for the
absence of an explicit ethical dimension. He offers ‘neo-pluralism’ as the means to
develop a critical analysis of management practice and an understanding of the
normative aspects of the regulation of employment.
These views are plainly very different. Kelly focuses virtually exclusively on the
traditional terrain of worker-manager relations and has been criticized explicitly by
Ackers (2002) for the emphasis on economistic workplace militancy. His text would not
be viewed, I believe, as gender-sensitive. Kelly offers a deepening of the agenda, that is a
consideration of fundamental conflicts between workers and managers, rather than a
broadening. Wajcman and Ackers aim to view the terrain in new ways and to link it to
other aspects of society.
These issues are raised here partly to stress that texts such as this have been found
wanting in the ways specified, and to invite the reader to consider the value of the
criticisms during study of the book. It is not, however, wholly satisfactory to leave
evaluation up to the reader, and some initial comments on the three views are thus offered
here.
First, and in opposition to Kelly, in the identification of a field of study, a focus
on employee interests is as unsatisfactory as one on those of employers. IR examines job
regulation but this is scarcely to adopt an employer’s agenda (whereas HRM arguably
does adopt such an agenda). Second, Ackers reasonably points to the need to link IR to
other aspects of society, which is not a new call and which raises the question of how
broadly a field is defined. The key issue is how far it makes sense to analyse a particular
theme while leaving others to one side. For example, the institutions of collective
bargaining are shaped by managerial policy elsewhere in the firm, and their operation in
practice will depend on the negotiation of rules informally. In the same way, it can be

38
argued that changes in the family, for example, may influence IR without necessarily
needing analysis in their own right. The danger of broadening an approach is of course
that it loses all coherence. A useful model was introduced by Emmett and Morgan (1982;
for further discussion see Edwards 1986: 280). In their analysis of workplace
ethnographies, they liken the walls of a workplace to a ‘semi-permeable membrane’,
which filters influences from outside and also shapes how processes within the workplace
affect relations elsewhere. If the membrane were wholly permeable, then Ackers might
well be right, though it might also follow that IR was simply the working out in the
workplace of forces determined elsewhere, which would make the subject of rather trivial
importance. But, as we have seen, and as for example studies of pay determination show
(see Chapter 8), processes of negotiation develop their own logic and dynamic. IR is of
course influenced by other forces, and as a developing field it needs to pay attention to
new ones, but it can be reasonably bounded as a field with its own issues.
Third, Kelly’s arguments for mobilization are wholly consistent with the approach
of this book. To the extent that he directs attention to issues which may have been
relatively neglected, he helps to re-emphasize some key themes. But, in many ways like
this book, he retains a relatively orthodox view as to what IR is about.
Fourth, it is true that institutions and processes are not gender-neutral (and also
true that there are important lines of division other than gender). Yet this does not mean
that everything about them is so suffused with gender that they cannot be discussed
without gender being included at every turn. More precisely, we can identify at least four
situations. Some institutions directly entail gender issues, for example equal opportunities
policy and practice. Others are likely to have less direct but still obvious gender
implications, for example pay structures which are based on estimates of the value of
certain skills (and which have been found to reward some [male] skills more than others).
Others need have no gender implications even though in practice they do so. For
example, there is nothing inherent in trade union election procedures which excludes
women and ethnic minorities, but the fact that unions have historically been male
dominated, together with their tendency to reproduce the gender assumptions from
society at large, has tended to produce marked gender differences in access to positions
of power. Finally, some institutions, for example those of corporatism, are relatively

39
distant from gender divisions. It is thus reasonable to continue to address some
institutions and processes without necessarily drawing out the gender implications.
The reader may well wish to use these four categories to assess how well this
book reflects gender issues. For example, under the second and third categories, how
clearly are the gender implications drawn out? In doing so, some benchmarks may be
helpful. The point of Wajcman’s critique is that IR research has given insufficient
attention to gender issues; this text necessarily reflects that research and cannot be
expected to go far beyond it. It is also open to the reader to consider the implications of
particular themes. For example, this book’s analysis of managerial strategies discusses
such things as ‘flexibility’, and plainly there can be gender assumptions built into this
notion. The analysis does not necessarily need to spell out the gender implications at
every turn, and the key issue is whether the tools of analysis can be deployed to address
them. IR research is arguably reasonably well equipped to do this. Finally on this point,
however, IR structures and institutions have many implications, for class, ethnic
inequality, and many other things. It is not reasonable to expect an IR book to deal with
them all, and nor should it: the argument here is that these structures and institutions
deserve attention in their own terms, and they can be analysed accordingly. Links with
gender and other processes should not be neglected, but, to put the point bluntly, these
links are only one part of a story which can be told without making them the central
theme.
Fifth, in relation to theory, some brief comments and references to social theory
may be made, for those readers with a particular concern on this score. It is true that IR
has always had a strong pragmatic bent, as illustrated by the saying (attributed to
different members of the ‘Oxford School’ of reformist, pluralist scholars associated with
the Donovan Report) that ‘an ounce of fact is worth a ton of theory’. It is also always
useful to ask what we do not know and to question existing assumptions. Yet it would be
wrong to infer that IR has failed to explain key issues within its domain. First, there are
specific issues within the core domain of IR, such as the decline in union membership
and in the role of union workplace representatives. Many such matters have been
extensively debated, and there is arguably a reasonable set of explanations. Second, there
are more complex issues such as the effects of new work organization on employees.

40
Plainly, one needs to distinguish different types of worker and different types of effect,
and we are dealing with some effects such as perceptions of autonomy which are more
complex than, say, the number of people belonging to trade unions. Yet research has
pursued an agenda which is progressive in the sense that the topic under discussion is
understood better (e.g. the balance between autonomy and responsibility) and the causes
of different patterns are analysed. In like manner, the links between IR and various
outcomes for workers and firms have been detailed.
IR is less explicit about its theory than are the core disciplines of social science.
Scepticism about the ability of a single discipline to explain complex phenomena has
been a key strength. Perhaps the most extensively debated example is pay, with IR
research over many years showing that economists’ theories of pay fail to explain
important regularities, notably different rates of pay for apparently similar work (see
Rubery 1997). It is true that an empiricist stress on ‘the facts’ has sometimes interfered
with the development of alternative explanations. Yet if the effort is made the theoretical
contribution of IR should not be too hard to find. At the very least, we can say that IR is
consistent with those modern social theories which stress the connected nature of social
phenomena, which refuse to privilege structure or action, and which argue that the
‘causal powers’ of certain forces are not invariate but depend on their context (see, e.g.,
Sayer 2000 for explication of one pertinent approach to these matters).
Approach and Plan of the Book
Texts on industrial relations reflect the analytical developments discussed above. The
traditional method was to concentrate on the main institutions and trends, with any
explanation being inductive. More recent books pursue theoretical debates on
management strategy and the labour process with rather little empirical information being
provided. This book tries to steer a course between these extremes. While describing the
key trends in British industrial relations, the book is analytical: each chapter provides a
strong argument, and issues such as the coherence of efforts to reform industrial relations
and the potential different routes of development run through many of the chapters.
Chapter authors are experts in their fields, and they do not necessarily share their
interpretations. But one reading of the central themes of the book is as follows.

41
• First, there has been massive change over about the last 20 years, with a decline in the
extent of collective bargaining, in trade union membership, and in strike activity. In
addition, over the period since 1971, the involvement of the law has increased
dramatically. New forms of work organization have emerged. The drivers here
include tensions within the British mode of managing the employment relationship
(see especially Chapters 2 and 5), pressures of globalization and the re-structuring of
labour markets (Chapter 3) and the introduction of work organization practices via
multinationals (Chapter 4).
• Second, this does not mean that industrial relations have moved from one model to
another. A traditional model would be one of extensive collective bargaining and
joint regulation. But such a model was always far from universal, failing to touch
many workers in services and small firms, for example (see Chapters 17 and 18).
Various alternative models can be identified, of which some illustrations are listed in
Table 1.6; they are discussed fully in Chapters 7, 12 and 13 in particular). It should
already be apparent from the discussion of contract and status above that no single
model fits all situations. For example, collective bargaining has been reduced but not
eliminated so that the free market models do not fit all cases. More importantly, as
shown in Chapters 12 and 14, individualism was evident in the past while some
contemporary aspects of it display remarkable standardization: the fundamental
message of Chapter 12 is the individual and collective methods of managing
employment are bound to co-exist, albeit in different combinations at different times.
Similarly, some elements of the HRM and partnership models can be discerned, but
systems of managing employment evolve relatively slowly and, crucially, actuality on
the ground may suggest less change than appearances from company philosophy
suggest. Chapters 7 and 8 review the evidence in detail, but the theme of limited
practical change runs through many others, notably on training (15) and gender
equality (16).
• Third, one way to think about the balance between models is to use the contrast
mentioned above between Americanization and Europeanization. As Chapters 5 and
6, for example, show, the emphasis in the period 1979-97 was strongly on the former,
but since 1997 elements of it remain, notably in the government’s concern to be

42
‘business-friendly’, while Europeanization has proceeded unevenly and sometimes
through drift rather than deliberate choice.
• Fourth, the outcomes of industrial relations change are variable and uncertain. There
are two kinds of outcome which need to be distinguished.
- The first relate to the functioning of the IR system and the parties to it. Does it
deliver reasonable wages, the ability to participate actively in one’s work,
adequate training, and fairness between workers? There have been some
improvements, for example in training and the development of equal
opportunities agendas, but as the relevant chapters show performance has been
patchy and it remains some way away from a benchmark of multi-skilled workers
enjoying freedom of opportunity. Chapter 17 underlines continuing pay
inequality. In addition, Chapter 6 shows that the legal framework leaves several
issues of fairness unresolved, while Chapter 9 and 10 point to the limited progress
of social partnership agendas.
- The second set of outcomes relates to the economic performance of firms and the
economy as a whole. As Chapter 19 shows, this area is particularly controversial.
But it is clear that any view that ‘bad IR’ in the past was the cause of bad
performance was inadequate. What is more plausible is that some aspects of the
IR system, notably fragmented and competing wage demands, could exacerbate
tendencies in other parts of the economy towards inflation. A fundamental lesson
from the past is that IR was part of a much wider picture, so that ‘good’ and ‘bad’
IR were as much a consequences as a cause of the activities of firms. That is,
successful firms could invest in appropriate ways to manage their workers (not
that they necessarily did so). Those who seek ‘effects’ of IR arrangements on
outcomes such as productivity need to bear this point in mind, for many studies
reveal correlation and not causation, and there is growing evidence that the
necessary mechanisms between an IR practice and an outcome are absent, weak,
or contingent on specific contextual factors.

43
Table 1.6 Models of the emerging employment relationship
Model Key features
Free market (a) Individual contracts replace collective bargaining, focus on direct
relations between worker and employer, efficient market solutions,
conflict largely eliminated
Free market (b) Individualization, but managerial domination, management by fear
and work intensification, conflict suppressed not eliminated
HRM High skills and commitment, direct communication with work force,
managerially-led agenda
Unitarist social
partnership
Similar to HRM, plus systems for employee consultation, agenda still
managerially-led
Pluralist social
partnership
As above, but more independent voice for workers organized as a
collectivity (in practice in a trade union)
The remaining chapters in the book fall into four main groups. They have not
been categorized into separate parts, however, since themes overlap. The first group
(Chapters 2-5) covers the historical, economic, international, and political context of
industrial relations. Chapter 5 also acts as a bridge to the second group (Chapters 6-10)
that deals with the standard actors in regulating employment, namely, the state through
labour law, management, and trade unions. Chapter 9 is also a convenient place to deal
with data on strikes. Chapter 10 deals not just with the institutions of unions at workplace
level but also with non-union employee representation and processes of representation,
and thus leads into the third group.
This set of chapters (11-18) examines some of the key processes of industrial
relations. The logic behind three of them is worth highlighting. Chapter 11 deals with the
public sector because the conduct of industrial relations has traditionally been distinctive
and the conduct of collective bargaining for example remains different from the private
sector patterns discussed in Chapter 8. Chapter 12 examines theory and evidence around
individualism and collectivism in industrial relations; it places some of the themes of
Chapters 6-10 in theoretical context. Chapter 18 gives particular attention to small firms,
for collective management-union relations have always been rare here, and yet ‘industrial
relations’ is still practised; the chapter addresses the nature of this process. Finally,

44
Chapter 19 examines the issue of ‘outcomes’ and thus acts to draw the threads of the
volume together.
The book can be read sequentially, and Chapters 2 and 3 form a necessary
introduction to the rest of the book. But some readers may prefer to move on then to the
main structures of industrial relations (Chapters 6-11). Alternatively, those interested in
the nature of work from the point of view of employees may prefer to focus on Chapters
10 and 13-18. Additionally, Chapter 12 provides an overview of pertinent themes here,
and may be read as an introduction to those chapters, as a complement to Chapter 7, or as
a link between the present chapter and Chapter 7 onwards. Readers particularly interested
in the role of law in industrial relations may wish to read Chapter 16 and to some extent
Chapter 17 alongside Chapter 6. Those who seek overviews of the state of employment
relations from the points of view of sociology and politics may wish to start with
Chapters 2, 5 and 14, followed by Chapter 18.

45
References
Ackers, P. 2002: Reframing employment relations: the case for neo-pluralism, Industrial
Relations Journal, 33 (1), 2-19.
Armstrong, P. J. and Goodman, J. F. B. 1979: Managerial and supervisory custom and
practice, Industrial Relations Journal, 10 (3), 12-24.
Armstrong, P. J., Goodman, J. F. B. and Hyman, J. 1981: Ideology and Shopfloor
Industrial Relations. London: Croom Helm.
Bach, S. and Sisson, K. 2000: Personnel management in perspective. In S. Bach and K.
Sisson (eds), Personnel Management, 3rd edn. Oxford: Blackwell.
Baldamus, W. 1961: Efficiency and Effort. London: Tavistock.
Beardwell, I. and Holden, L. (eds) 1997: Human Resource Management: a
Contemporary Perspective. 2nd edn. London: Financial Times/Pitman.
Bratton, J., and Gold, J. 1999 : Human Resource Management. Basingstoke: Macmillan.
Brown, W. 1973: Piecework Bargaining. London: Heinemann.
Cappelli, P., and Crocker-Hefter, A. 1996: Distinctive human resources are firms’ core
competencies, Organizational Dynamics, 25 (1), 7-22.
Champy, J. 1996: Reengineering Management. New York: Harper.
Clegg, H. A. 1979: The Changing System of Industrial Relations in Great Britain.
Oxford: Blackwell.
Coates, D. 2000: Models of Capitalism. Cambridge: Polity.
Colling, T., and Dickens, L. 1998: Selling the case for gender equality: deregulation and
equality bargaining’, British Journal of Industrial Relations, 36 (3), 389-411.
Cully, M., Woodland, S., O’Reilly, A. and Dix, G. 1999: Britain at Work. London:
Routledge.
Crouch, C. 1982: Trade Unions. London: Fontana.
Dunlop, J. T. 1958: Industrial Relations Systems. New York: Holt.
Edwards, P. K. 1986: Conflict at Work. Oxford: Blackwell.
Edwards, P. K. 1988: Patterns of conflict and accommodation. In D. Gallie (ed.),
Employment in Britain. Oxford: Blackwell.

46
Edwards, P. K. 1995: From industrial relations to the employment relationship, Relations
Industrielles, 50 (1), 39-65.
Edwards, P. K. 1998: Alan Fox. In M. Warner (ed.), The Handbook of Management
Thinking. London: International Thomson.
Edwards, P. K. 2000: Discipline: towards trust and self-discipline? In S. Bach and K.
Sisson (eds), Personnel Management, 3rd edn. Oxford: Blackwell.
Emmett, I., and Morgan, D. H. J. 1982: Max Gluckman and the Manchester shopfloor
ethnographies. In R. Frankenberg (ed.), Custom and Conflict in British Society.
Manchester: Manchester University Press.
Flanders, A. 1964: The Fawley Productivity Agreements. London: Faber and Faber.
Flanders, A. 1970: Management and Unions. London: Faber and Faber.
Flanders, A. 1974: The tradition of voluntarism, British Journal of Industrial Relations,
12 (3), 352-70.
Fox, A. 1966: Industrial Sociology and Industrial Relations. London: HMSO.
Fox, A. 1974: Beyond Contract. London: Faber and Faber.
Friedman, A. L. 1977: Industry and Labour. London: Macmillan.
Goldthorpe, J. H. 1971: Theories of industrial society, Archives européennes de
sociologie, 12 (2), 263-88.
Goldthorpe, J. H., Lockwood, D., Bechhofer, F. and J. Platt. 1968: The Affluent Worker:
Industrial Attitudes and Behaviour. Cambridge: Cambridge University Press.
Green, F. 2001: It’s been a hard day’s night: the concentration and intensification of work
in late twentieth century Britain, British Journal of Industrial Relations, 39 (1),
53-80.
Gregg, P., and Wadsworth, J. (eds) 1999: The State of Working Britain. Manchester:
Manchester University Press.
Grimshaw, D., Ward, K. G., Rubery, J and Beynon, H. 2001: Organisations and the
transformation of the internal labour market in the UK, Work, Employment and
Society, 15 (1), 25-54.
Heery, E., and Salmon, J. 2000: The insecurity thesis. In E. Heery and J. Salmon (eds),
The Insecure Workforce, London: Routledge.
Hirst, P. and Thompson, G. 1996: Globalization in Question. Cambridge: Polity.

47
Hyman, R. 1978: Pluralism, procedural consensus and collective bargaining, British
Journal of Industrial Relations, 16 (1), 16-40. (Reprinted in R. Hyman, The
Political Economy of Industrial Relations. Basingstoke: Macmillan.)
Hyman, R. 1982: Contribution to review symposium on Collective Bargaining and
Industrial Relations by T. A. Kochan. Industrial Relations, 21 (1), 73-122.
Hyman, R. 1987: Strategy or structure, Work, Employment and Society, 1 (1), 25-56.
Jefferys, S. 1988: The changing face of conflict. In M. Terry and P. Edwards (eds),
Shopfloor Politics and Job Controls. Oxford: Blackwell.
Kelly, J. 1998: Rethinking Industrial Relations. London: Routledge.
Kochan, T. A. 1982: Contribution to review symposium on Collective Bargaining and
Industrial Relations by T. A. Kochan, Industrial Relations, 21 (1), 73-122.
Kochan, T. A. 1998: What is distinctive about industrial relations research? In K.
Whitfield and G. Strauss (eds), Researching the World of Work. Ithaca: ILR Press.
Lane, C. 1989: Management and Labour in Europe. Aldershot: Edward Elgar.
Marginson, P., Olsen, R. and Tailby, S. 1994: The Eclecticism of Managerial Policy
towards Labour Regulation: Three Case Studies. Warwick Papers in Industrial
Relations, 47. Coventry: IRRU, University of Warwick.
Millward, N., Bryson, A. and Forth, J. 2000: All Change at Work? London: Routledge.
Ohmae, K. 1995: The End of the Nation State. New York: Harper Collins.
Popper, K. R. 1957: The Poverty of Historicism. London: Routledge.
Purcell, J. and Sisson, K. 1983: Strategies and practice in the management of industrial
relations. In G. S. Bain (ed.), Industrial Relations in Britain. Oxford: Blackwell.
Ramsay, H. 1975: Research note: firms and football teams, British Journal of Industrial
Relations, 13 (3), 396-400.
Redman, T. and Wilkinson, A. (eds) 2001: Contemporary Human Resource
Management. London: Financial Times/Prentice Hall.
Rose, M. 1988: Industrial Behaviour. Harmondsworth: Penguin.
Rubery, J. 1997: Wages and the labour market, British Journal of Industrial Relations, 35
(3), 337-62.
Sayer, A. 2000: Realism and Social Science. London: Sage.

48
Storey, J. 1992: Developments in the Management of Human Resources. Oxford:
Blackwell.
Streeck, W. 1987: The uncertainties of management in the management of uncertainty,
Work, Employment and Society, 1 (3), 281-308.
Turnbull, P. J. 1986: The ‘Japanisation’ of production and industrial relations at Lucas
Electrical’, Industrial Relations Journal, 17 (3), 193-206.
Wajcman, J. 2000: Feminism facing industrial relations in Britain, British Journal of
Industrial Relations, 38 (2), 183-202.
Wernerfeld, B. 1984: A resource-based view of the firm, Strategic Management Journal,
5 (2), 171-80.
Wheen, F. 1999: Karl Marx. London: Fourth Estate.
Whitehouse, G. and Zetlin, D. 1999: Globalization and the pursuit of pay equity. In P.
Edwards and T. Elger (eds), The Global Economy, National States and the
Regulation of Labour. London: Mansell.