The International Journal of Professional Management - ISSN 20422341
The Benefits of Workplace Partnership, A Critical Case Analysis
Volume 14, Issue 3, August 2019
Karl Greenhough & Brychan Thomas
Business School, University of South Wales
brychan.thomas@southwales.ac.uk
karl.greenhough@southwales.ac.uk
Abstract
This paper examines the nature of partnership agreements between management and other stakeholders at the local authority of Rhondda Cynon Taf, (RCT). The partnership concept garnered considerable attention after the late 1990's, due to the election of the New Labour Government, many viewing it as a possible attempt to develop a new accord in industrial relations. The author sets out to identify the main themes of partnership, the positive aspects of this, as well as the barriers to partnership in the extant literature. In local authorities, partnership adds a level of complexity. It needs the support of employees and involves several trade unions, layers of management and ultimately elected members. This reflects the complex political and democratic processes of local government. The partnership at RCT received little influence from the New Labour political project, and developed organically since at least 1996, the year RCT was formed, and probably before. Partnership has grown via the encouragement of the collective voice from management and elected members, and has benefitted from the traditional onus on the public sector to act as a model employer. The model employer theory, underpinned by a commitment to avoid compulsory redundancies has been severely tested. A formal partnership is now necessary to set the basis of future employment relations at RCT.
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