This paper explores the 'mutual gains' argument that employees benefit when teamworking is introduced alongside employee involvement in problem-solving and within a co-operative industrial relations climate. It reports worker outcomes from negotiations to introduce teamworking across two...

A study is reported where the introduction of teamworking was accompanied by negotiated changes in working time patterns, involving some employees transferring to a 5-shift, 8-hour pattern, others to a 5-shift, 12-hour pattern. Employee attitude surveys before and after the changes show those...

This article assesses the contents of the majority of employer-union partnership agreements signed in Britain from 1990 to 2007. Few agreements contain the expected partnership principles and most express modest overall aims and limited ambition. Typical agreements are substantively hollow with...

This paper adopts Walton and McKersie's Behavioral Theory of Labor Negotiations to examine the outcomes of industrial relations negotiations to implement teamworking. Negotiations from 21 departments across two integrated steelworks are classified into four negotiation patterns, each producing...