Applying Budd's model to partnership

Over the last decade, the notions of workplace partnership and labour-management cooperation have resulted in distinctive and vociferous debates regarding forms of employee voice in the UK. It is proposed that there is a need to reconsider how we actually evaluate both the process and outcomes of partnership. This article reports on detailed case studies conducted in three diverse banking organizations in order to understand more about the process and outcomes of partnership. The study then applies the 'efficiency, equity, voice' framework developed by Budd, which has not been widely employed in industrial relations research. Accordingly, the article examines if and how partnership contributes to the balancing of efficiency, equity and voice. Judged in this light, the case studies demonstrate various degrees of success in terms of the extent to which partnership has facilitated voice and promoted more considered decision-making, for both management and employees. The article also demonstrates the usefulness of the Budd framework as a device in analysing employment relations processes and outcomes

Women take care and men take charge’: The case of leadership and gender in the Public and Commercial Services Union

This article presents the findings of a case study that aimed to understand the specific leadership styles that are valued by women and men lay representatives in the Public and Commercial Services (PCS) union and to determine the gendered implications for increasing women’s leadership and representation in trade unions. Survey responses from PCS lay representatives (reps) show the majority of women and men agreed that the leadership style they value, and makes a good union leader, is post-heroic (communal) leadership. This approach is associated with leadership characteristics such as being helpful, sensitive, and kind and are generally practised by women. This contrasts with male union leaders who are associated with a traditional, heroic (agentic) leadership style characterised by confidence, self-reliance, and decisiveness. Although some differences exist that highlight gender issues, both women and men lay reps have positive attitudes towards increasing women’s representation and participation in union leadership

Disciplinary and grievance procedures

SIGLEAvailable from British Library Document Supply Centre-DSC:0570.708(1) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Personnel records

SIGLEAvailable from British Library Document Supply Centre-DSC:98/42614 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Disciplinary practice and procedures in employment

Rev. ed.; first published 1977Available from British Library Document Supply Centre-DSC:OP-97/ACAS / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Disclosure of information to trade unions for collective bargaining purposes

Rev. ed.; first published 1977SIGLEAvailable from British Library Document Supply Centre-DSC:OP-97/ACAS / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Working together The ACAS standard

9 separate cards inserted inside a folderAvailable from British Library Document Supply Centre-DSC:m01/27055 / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Time off for trade union duties and activities

Rev. ed.; first published 1991SIGLEAvailable from British Library Document Supply Centre-DSC:OP-97/ACAS / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Hours of work

Advisory booklet; prepared 1989, revised Aug 1998SIGLEAvailable from British Library Document Supply Centre-DSC:GPD/1374 / BLDSC - British Library Document Supply CentreGBUnited Kingdo