Does workplace partnership deliver mutual gains at work?

Saridakis, George; Lai, Yanqing; Johnstone, Stewart

Abstract

This paper uses a large matched employer-employee dataset to assess the outcomes of workplace partnership for British firms and workers. Our findings suggest that HR practices associated with direct (non-union based) partnership working such as employee voice mechanisms - defined as direct task-based participation, and improved upwards and downwards communication between management and employees – can deliver mutual gains for both employees and employers. However, some practices associated with partnership such as high levels of job flexibility agreements and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance

Citation

Saridakis, G., Lai, Y., & Johnstone, S. (2020). Does workplace partnership deliver mutual gains at work?. Economic and Industrial Democracy, 41(4), 797-823. https://doi.org/10.1177/0143831x17740431

• Journal Article Type: Article
• Online Publication Date: Dec 5, 2017
• Publication Date: 2020-11
• Deposit Date: Mar 29, 2018
• Publicly Available Date: Apr 23, 2018
• Journal: Economic and Industrial Democracy
• Print ISSN: 0143-831X
• Electronic ISSN: 1461-7099
• Publisher: SAGE Publications
• Peer Reviewed: Peer Reviewed
• Volume: 41
• Issue: 4
• Pages: 797-823
• DOI: https://doi.org/10.1177/0143831x17740431
• Keywords: Management of Technology and Innovation; Strategy and Management; General Business, Management and Accounting; Organizational Behavior and Human Resource Management
• Public URL: http://researchrepository.napier.ac.uk/Output/1139755
• Contract Date: Apr 23, 2018