Using nationally representative workplace surveys we examine the relationship between unionization and workplace financial performance in Britain and France. We find that union bargaining is detrimental to workplace performance in Britain and that this effect is larger when unionization is...

Industrial relations are in flux in many nations, perhaps most notably in Germany and Britain. That said, comparatively little is known in any detail of the changing pattern of the institutions of collective bargaining and worker representation in Germany and still less in both countries about...

We explore the effects of organizational change on employee wellbeing using multivariate analyses of linked employer-employee data for Britain, with particular emphasis on whether unions moderate these effects. Our nationally representative data consist of 13,500 employees in 1,238 workplaces....

Union membership has declined precipitously in the US over the past 40 years. Can anything be done to stem this decline? This paper argues that union voice is an attribute (among others) of union membership that is experiential in nature and that unlike the costs of unionisation, can be...

We investigate the salary returns to the ability to play football with both feet. The majority of footballers are predominantly right footed. Using two data sets, a cross-section of footballers in the five main European leagues and a panel of players in the German Bundesliga, we find robust...

First Findings from the 2011 Workplace Employment Relations Study

Breakfast seminar to share plan companies presenting results from ShareCo employee surveys

Non-union direct voice has replaced union representative voice as the primary avenue for employee voice in the British private sector. This paper provides a framework for examining the relationship between employee voice and workplace outcomes that explains this development. As exit-voice theory...

Employers can motivate employees by paying for individual performance through for instance piece rates or commissions; or by paying for group performance through share ownership, profit sharing, all-employee stock options; or by offering workers gifts or efficiency wages in the hope that workers...