A framework for the analysis of partnership at work is presented, emphasizing the principles, practices and outcomes of partnership. A survey using matched samples of 54 UK management and employee representatives found a link between partnership principles and practices, between practices and...

This study explores the extent to which gender dissimilarity in the workplace affects employees' commitment to their organization, using data from the British (1998) Workplace Employee Relations Survey. The results showed that the effects of organizational-level gender dissimilarity on...

The disclosure of information by management to employees varies significantly between workplaces. The effects of this variance on organizational performance are analysed using WERS98 data. The results show that the impact of information disclosure on organizational performance is more complex...

The article examines the correlates of variable levels of information disclosure by management to employees in the UK. It develops several hypotheses that are tested using 1998 and 2004 Workplace Employment Relations Survey data. The results show that managerial perceptions of goal alignment by...

The article analyses the institutional basis and form of the employment contract in Britain using the 1998 Workplace Employee Relations Survey. It assesses the extent to which collective bargaining still regulates pay and non-pay aspects of employment. While collective procedures have declined...

The British National Minimum Wage was introduced in 1999 under the guidance of a Low Pay Commission constructed on a basis of 'social partnership'. The article analyses its conduct over its first 10 years from diary data. Key challenges were for it to be independent of government, to have its...

The paper reviews industrial relations developments in Britain during 1999 by assessing how New Labour's policy commitment to encouraging 'partnership' is developing in practice. After a discussion of the Employment Relations Act, it considers the wider influence of European legislation. It then...

We report how trade unions and employers initially reacted to the introduction of the statutory recognition procedure in the Employment Relations Act 1999 (ERA). Interview data indicate that the ERA and the drift of EU influence have acted to shift employer attitudes towards greater approval of...

Strategic human resource management literature emphasizes the potential of pay to secure strategically desirable employee outcomes for the employer. Strategic pay, in contrast with pluralist models of pay determination, assumes an absence of collective bargaining constraints. This article...