Bargaining Practices and Ownership

Peter J. Buckley and Peter Enderwick
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Peter J. Buckley: University of Bradford Management Centre
Peter Enderwick: The Queen’s University of Belfast

Chapter 4 in The Industrial Relations Practices of Foreign-owned Firms in Britain, 1985, pp 48-69 from Palgrave Macmillan

Abstract: Abstract Bargaining structure is concerned with the level, forms and scope of collective bargaining. The importance of bargaining structure was highlighted by the influential Donovan Report (1968). Here it was argued that many of the industrial relations problems experienced in the UK could be traced to deficiencies in the structure of bargaining. More specifically, the intrusion of an informal system centred on workplace bargaining onto a traditional pattern based on multi-employer, industry-wide negotiation had resulted in an erosion of managerial control, an inflation of labour costs where comparative and competitive bargaining occurred, and a rash of strikes. The recommendations of the Commission focused on a decentralisation of bargaining to the company or plant level coupled with an increased formalisation of procedures. The advantages of such reforms include the benefits of operating an independent industrial relations policy (Ulman, 1974) and the reassertion of management control over critical factors such as earnings levels. Furthermore, there may be a crucial inter-relationship between the desire for greater formalisation and the need for decentralisation if such a desire is to be achieved (Brown and Terry, 1978).

Keywords: Industrial Relation; Manual Employee; Indigenous Firm; Bargaining Procedure; Bargaining Structure (search for similar items in EconPapers)
Date: 1985
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-06819-7_4

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DOI: 10.1007/978-1-349-06819-7_4

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