Skip to main content
Article thumbnail
Location of Repository

Bargaining structure and management control of industrial relations

By Nicholas Kinnie


Bargaining structure has traditionally been at the centre of\ud Industrial Relations research, and increasingly attention is being\ud given to the influences upon it. This study examines management's\ud attempts to regulate union behaviour in four organisations having\ud different bargaining structures. These are treated as case studies\ud and using qualitative data they are compared to study three relationships:\ud between management structure and bargaining structure; between\ud bargaining structure and union behaviour; and between situational\ud determinants and bargaining structure.\ud The background to the thesis is outlined in Part I. This\ud introduces the study, des0ribes the research method, and then applies\ud some of the research data available to previous hypotheses. A number\ud of tentative proposals are put forward regarding bargaining structure\ud and the influences upon it which are pursued in Part III.\ud The four case studies are systematically analysed in the\ud following four chapters. For each collective bargaining in practice\ud is outlined followed by an analysis of managerial attempts to regulate\ud this.\ud Part III draws on this raw data and analyses managerial\ud involvement in Industrial Relations in two stages. Initially a framework\ud for the study of managerial involvement is developed which puts\ud bargaining structure in its context. Secondly using an established\ud criterion the effectiveness of management control over union activity\ud is examined. Finally the implications of the analysis for management,\ud trade unions, and the reform of Industrial Relations are pursued.\ud A number of proposals are put forward in this thesis. First\ud the level of bargaining cannot be studied in isolation, but must be\ud placed in the context of the other dimensions of bargaining structure.\ud Second, bargaining structure is influenced by constraints both\ud internal and external to the organisation, yet management appear\ud to have a good deal of discretion in choosing a particular structure.\ud Third, bargaining structure must be placed within the context of the\ud control systems used by management, many of which may not immediately\ud be concerned with Industrial Relations. Finally, to understand\ud managerial control over union activity we must look not only at the\ud control systems but also the legitimacy of managerial authority.\ud Put together these proposals contribute to our understanding of likely\ud future changes in bargaining structure, and the shape possible reforms\ud might take

Topics: HD
OAI identifier:

Suggested articles


  1. (1963). A Behavioural Theory of the Firm.
  2. (1979). A Social Psych~Zogieal Approaeh Chichester:Wiley
  3. (1977). A Study of Union Tactics Philadelphia:University of Pennsy~vania Press
  4. (1958). Administration in ComnZex New York:McGraw Hill Sayles,
  5. (1977). Administrative Science QL~rter~y 13.No.1.
  6. Administrative Science quarter~y 14.No.1. 91-114 Pugh, D.S. et ale 1968. 'Dimensions of Organisation Structure.
  7. (1947). Ced) The Structure of Col,l,ective Bargaining NeVl York:
  8. (1972). Class Inequality and Po li·tical O~der London: Paladin Pas singham
  9. (1965). Co-ordinat e d Bargaining - A Uni on Point of Vievl' Industrial. Rel.ations Research Association Spring Lerr.(;r, S.W.
  10. (1968). Co-ordinated Bargaining: A Snare - and a Delusion IndustriaZ ReZations Research Association Financial Times 1978. 11 March Financial Times 1977. 14 June Financial Times
  11. (1965). Collective Bargaining.
  12. (1973). Company Industrial Relations Policies:' The Management of Industrial Relations in the 19703.
  13. (1977). Confidence in Management and Ashridge Managc:nent College Papers in ~:anagerr.ent Shaft 0
  14. (1961). Determination Oxford:Pergamon Press Workp lace '¥lage
  15. (1972). Disputes Procedure in Action London: He
  16. (1971). Economics 6.No.2 The Origins and Functions l1he Review of Radica l
  17. (1964). Giant EnterpPiseo New York:Harcourt, Brace and Wcrld
  18. (1969). Industrial
  19. (1967). Industrial Relations in a Brit,ish Car Factory
  20. (1975). Industrial Relations in Fleet Street Oxford:Blac10::~~_~ Slichter,
  21. (1974). Joint Consultation at the Final Asse~~ly Plant, Ford Motor Company Dagenham.'
  22. (1969). Labo':'" Rel.ations Revi~~
  23. (1980). Labour Management Disputes: A Pers~~ctive' British JournaZ of IndustriaZ ReZations XVIII.
  24. Men who Manage. New York:Wiley
  25. (1961). of Industrial. Rel.ations XI.No.3.
  26. (1966). ompani e s Sadler,
  27. (1961). Prosp8cts for Industry wide Bargain~~g'.
  28. (1970). Size of Industrial Organisation and Wv~ker Behaviour London:Cambridge
  29. Sor....,·a" Sr.."·enee Approaehes to Business ro er, •• e • vV v vV_ Behaviour London:I~Nin Tannenbaum,
  30. (1961). the British Busineosman The Boss. The Life and Times of London:Phoenix House
  31. (1976). The Changing System of Industrial Relations in Oxford:.Blackwell Clegg,
  32. (1973). The Employers' OffensiveoLondon:Pluto Press
  33. The Human Side of Enterprise
  34. (1959). The Mot or Industry' Effects of Mergers London:Allen
  35. (1970). The Nature of Britains Strike Proble~' British Journal. of Industrial. Rel.ations VIII,
  36. (1968). The Reform of Col,lective Bargaining Mar..power Papers. No.5. London: HI'I1S0 Donovan Commission.
  37. (1977). The Strategy of the MultiNational Ente~prise. London:Longman Brown,
  38. (1968). The Study of Organisations - Objectivity or Bias?' Penguin Survey of the Social Sciences
  39. (1971). Vndepstaruiing Industrial Relations London.
  40. (1974). What Do Boss~s Do? of Hierarchy in Capitalist Production'.
  41. (1972). Who is a White Collar Employee?'
  42. (1976). Workers Divided London.:Fontana

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.