Industrial relations in the privatised coal industry: continuity, change and contradictions.

This study seeks both to describe and account for the patterns of industrial relations which have emerged in the UK coal industry since privatisation in 1994. In doing so, it also aims to address some of the wider questions concerning the relationship between ownership and industrial relations. A series of hypotheses are advanced concerning how changes in ownership might affect industrial relations within the industry, and whether such changes would have positive or negative implications for organised labour. A case study approach is utilised to analyse labour relations developments at a number of collieries, and it is shown that the industrial relations strategies adopted by management within the new coal enterprises have had a determining effect upon the patterns of labour relations within the privati sed industry. This study also demonstrates that the emergent pattern of labour relations in the privatised industry is characterised by both continuity and change. However, whilst continuity with the patterns of labour relations established during the final decade of public ownership is shown to have had negative implications for organised labour within the industry, the changes associated with privatisation are demonstrated to have been a more ambivalent force. Change has, in different contexts, had some positive implications for organised labour, but in the majority of cases, the implications for labour have been negative. Overall, therefore, this study concludes that privatisation has had a significant influence upon industrial relations within the coal industry, and that organised labour has been detrimentally affected by these developments.

A Triumph of Voluntarism? Industrial Relations and Strikes in Northern Ireland During World War Two

Flanders (1974) considered the Second World War to be the great social triumph and vindication of voluntarism in British industrial relations. This paper considers the experience of one region, Northern Ireland, functioning in a unique social and political context and considers the experience of its wartime industrial relations system. The political framework, trade union growth and representation, collective bargaining, strike activity including the major munitions strike of 1944 which may have provoked Defence Regulations Order 1AA, labour management and Joint Production Committees are all examined. The paper gives qualified support to Flanders’ conclusion.

Are Good Industrial Relations Good for the Economy?

Recent US microeconomic analysis indicates that good industrial relations might improve firm performance. Of late, it has also been claimed that the benefits of industrial relations quality - proxied inversely by a strikes variable - could also extend to the macroeconomy. Using cross-country data, we find that, independent of other labor market institutions, a lower strike volume is associated with lower unemployment. Although there is a separate line of causation running from unemployment to strikes, our analysis suggests that this is not dominant. That said, support for the notion that macro performance owes something to good industrial relations is, however, weakened once we formally control for strike endogeneity.

Economic Citizenship and Workplace Conflict in Anglo-American Industrial Relations Systems

This article argues that the expansion of individual employment rights is presenting a series of challenges to the collective model of economic citizenship that prevailed in most of the Anglo-American world during the last century. We examine developments in the management of workplace conflict in Anglo-American countries to highlight the institutional manoeuvrings that have been taking place to mould the nature of national regimes of employment rights. We argue that Governments almost everywhere are actively seeking to create institutional regimes that weaken the impact of employment legislation and we find that statutory dispute resolution agencies are eagerly trying to develop organizational identities that are aligned with rights-based employment disputes.