This shift in thinking from collective structures to dialogue involving employees is significant. When managers talk about partnership, they are likely to be thinking about trying to engage employees' hearts and minds. But nearly all respondents reported that they used some form of joint consultation. This was not mainly because the workforce insisted on it, but because managers believed it could add value to the business.
Under the influence of partnership, consultation with unions seems to have become more meaningful in some firms and to start earlier in the decision-making process. On the other hand, several employers had introduced effective non-union forms of partnership, either alongside union representation or instead of it.
The message for unions is that, if they are prepared to engage in partnership, they may be able to get more involved in the business, with the potential to offer extra benefits to their members. But it would seem that a crucial basis for this form of employment relations is a firm belief in a co-operative, rather than adversarial, approach.
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