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STEEL: A CLASSIC CASE OF INDUSTRIAL RELATIONS CHANGE IN BRITAIN *
Author(s) -
Blyton Paul
Publication year - 1992
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1992.tb00682.x
Subject(s) - tying , restructuring , decentralization , industrial relations , work (physics) , payment , flexibility (engineering) , state (computer science) , business , trade union , market economy , economic system , economics , industrial organization , economy , labour economics , engineering , management , computer science , mechanical engineering , finance , algorithm , microeconomics
The interrelations between the search for greater flexibility and the decentralization of industrial relations have received comparatively little attention. The developments within British Steel over the past decade indicate how these two developments can interact. Against a background of a stagnant market for steel, overcapacity, changing state attitudes towards the nationalized sector and a national steel strike, management at British Steel have used local agreements as a key vehicle for introducing widespread restructuring and changes in work organization. In particular, the tying of local bonus payments to achieved performance and to changes in work organization has enabled management to introduce fundamental changes to traditional work arrangements with little worker or union resistance.