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Applying Budd's model to partnership

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journal contribution
posted on 25.06.2014, 12:57 by Stewart Johnstone, Adrian Wilkinson, Peter Ackers
Over the last decade, the notions of workplace partnership and labour—management cooperation have resulted in distinctive and vociferous debates regarding forms of employee voice in the UK. It is proposed that there is a need to reconsider how we actually evaluate both the process and outcomes of partnership. This article reports on detailed case studies conducted in three diverse banking organizations in order to understand more about the process and outcomes of partnership. The study then applies the ‘efficiency, equity, voice’ framework developed by Budd, which has not been widely employed in industrial relations research. Accordingly, the article examines if and how partnership contributes to the balancing of efficiency, equity and voice. Judged in this light, the case studies demonstrate various degrees of success in terms of the extent to which partnership has facilitated voice and promoted more considered decision-making, for both management and employees. The article also demonstrates the usefulness of the Budd framework as a device in analysing employment relations processes and outcomes.

History

School

  • Business and Economics

Department

  • Business

Published in

ECONOMIC AND INDUSTRIAL DEMOCRACY

Volume

32

Issue

2

Pages

307 - 328 (22)

Citation

JOHNSTONE, S., WILKINSON, A. and ACKERS, P., 2011. Applying Budd's model to partnership. Economic and Industrial Democracy, 32 (2), pp. 307 - 328.

Publisher

Sage Publications / © The Authors

Version

AM (Accepted Manuscript)

Publication date

2011

Notes

This article was published in the journal, Economic and Industrial Democracy [Sage Publications / © The Authors]. The definitive version is available at: http://dx.doi.org/10.1177/0143831X10372431

ISSN

0143-831X

Language

en