Management industrial relations policy in highly unionised companies in Britain

Abstract

Management industrial relations policy and management style are examined in a panel of 50 highly unionised companies between 1979 and 1991. Management policy in panel firms in 1979 was relatively uniform, centred upon collective bargaining and the closed shop. A much broader spectrum of policies was evident in 1991, although collective bargaining was retained as part of the policy‐making framework in the large majority of companies. A minority of firms had either a strategic planning or financial control management style, which may be associated with tighter regulation of industrial relations. The majority had a strategic control style, the effects of which were more ambiguous.

Citation

Wright, M. (2000), "Management industrial relations policy in highly unionised companies in Britain", Personnel Review, Vol. 29 No. 5, pp. 543-564. https://doi.org/10.1108/00483480010296393